How To Establish Corporate Culture For Small And Medium Sized Enterprises

The fundamental factor in the development of enterprises is people and employees of enterprises.

The exertion of staff's subjective initiative affects the development of enterprises to a large extent.

The essence of corporate culture is to emphasize human values, pay attention to human factors, and emphasize the potential and potential of human beings at a higher level.

The phenomenon of Haier enlightens us: the reason why corporate culture plays a role in enterprise management depends on its edification, infection and guidance to employees.

The common ideals, values and codes of conduct contained in corporate culture exist as a group of psychological stereotypes and ambience.

In the face of this kind of corporate culture, the trade unions consciously engage in work, study and life in accordance with the common values and codes of conduct of enterprises, and create wealth for enterprises from their hearts. This function can not be measured and calculated.

In fact, a lot of enterprises' cultural construction work has been caught up in a similar embarrassment - leading culture, but what their corporate culture is, what kind of corporate culture they should form, and even how to build enterprise culture. In fact, they all say that they are not clear or even impolite.

It is a complex and long-term work to really do well in the construction of enterprise culture.

But it is very difficult to establish a true sense of corporate culture. In terms of the current situation in China, I think we must go through these customs if we want to establish a successful corporate culture.

1. change of values.

Now the values of the young generation in China have changed a lot. The concept of collective is weak. Everyone wants to emphasize themselves and emphasize individuality.

This is not conducive to the establishment of a united business atmosphere.

Here is not to deny individuality, but to develop individuality under common conditions.

This is a challenge for business managers.

2., how to get rid of the practice of "making friends in the East".

Many domestic enterprises also attach great importance to corporate culture, but how to set up a unique corporate culture for their own characteristics is a problem.

Many enterprises are a kind of "people have, I also have to" attitude.

Here, for example, when Shanghai Wenfeng Wen Xiang opened a branch store to us, every morning, the employees did morning exercises and sang "unity is strength".

But then there was no more.

3. how to retain employees.

The market competition is more and more intense, and the mobility of talents is stronger and stronger.

This is undoubtedly unfavorable to the establishment of corporate culture.

You think, a staff who thinks about when to raise salary and when to quit job, how can it be a good employee? Moreover, the development of enterprises is faced with many uncertain factors, and I don't know when to face the situation of layoffs.

Layoffs can reduce expenses and reduce costs, but they will also drain people's minds.

Lenovo's "company is not home" has brought a lot of negative effects.

This requires excellent management art.

A reasonable and humane arrangement for the dismissed personnel is another matter of course.

4. the determination of the leadership.

The accumulation of culture is not a promotion but a precipitate of time.

This raises a question of patience for the leadership.

Nowadays, there are too many anxious people. There are few people who really settle down to culture.

So how do SMEs establish their own corporate culture when they are just on the right track?

Personally, it is necessary to diagnose the corporate culture.

In general, we will find that the corporate culture of similar enterprises has their common characteristics, such as the innovative culture of high-tech enterprises, the bureaucratic culture and factional culture of state-owned enterprises (corporate culture is not all positive), the patriotic and secrecy culture of military enterprises, and so on.

It is because of the common factors of the kind of enterprise, personnel composition and business model, and so on, to carry on the construction of the enterprise, the enterprise culture, the characteristic elements of the enterprise, the characteristic elements of the enterprise, and the characteristic factors of the enterprise, and the characteristic factors of the enterprise, and the enterprise culture, the vision and vision, the existing cultural activities, cultural brands, and cultural carriers of the enterprise.

To analyze the status quo and characteristics of enterprise culture and provide guidance for the construction of enterprise culture system.

In fact, this information should be mastered for managers who are above or above half a year's working time.

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Most of the private enterprises in China have grown up in the past 20 years, so they are very unique. They are generally small in scale, inadequate in management and strong in rule of man.

Therefore, many people think that the culture of the private enterprise is the boss culture, that is, the boss's style and concept decide the cultural characteristics of the enterprise.

As a matter of fact, only with the development and growth of enterprises, the leadership style and style of the senior managers will be pformed into layers, which will lead to some sub culture phenomena, such as departmental culture and small team culture. This subculture will also affect the whole company's culture.

Finally, a complex corporate culture with the characteristics of the enterprise will be formed.

The purpose of corporate culture construction is to play an active role in intervention, guidance and standardization.

First, improve the enterprise management system.

How can a business without a standard management system talk about culture? Culture is a soft thing. There must be a rigid system guarantee. Moreover, the system should be regarded as an important part of enterprise culture.

In view of the relatively short establishment time of the group company, some systems are still lacking or imperfect, or have been out of date (part of the system of the original parent group company).

For this reason, the main functional departments of the group have carried out the system reconstruction for more than half a year.

By improving the unified system of the group and strengthening its implementation, it strengthened the unified management of the group and the authority and management standardization of the main functional departments of the group.

The system is only a dead word clause, and how to execute it effectively is the key. This work gets the strong support from the top leaders of the group, thus reducing the resistance for the later implementation.

At the same time, because of the perfect system and gradually changing the rule of rule of man in the past, the management of the company gradually standardized (especially in the R & D and production quality management has achieved remarkable results).

Two, improve the core content of corporate culture.

What is the core of corporate culture? Personal view is the business purpose / mission, management concept, talent concept, corporate slogan, business development vision and vision and so on.

It is as important as the world view in the development of personal life.

These are the general guiding principles for the work carried out by enterprises.

These contents need the core executives of enterprise bosses and the leading departments of the corporate culture construction or the third party (corporate culture consulting company) to jointly improve these contents, combine the positive ideas of the boss's management ideas, values, moral character and the needs of the enterprise development, and summarize the core cultural concepts conforming to the enterprise's characteristics and development requirements.

This is a very abstract and difficult task.

Three, improve the corporate culture system.

The cultural construction of enterprises needs to form a system. We oppose the dogmatism of culture, but we must form a cultural system which is written in words, can be learned and propagated internally, and will continue to exert influence and multidimensional and all-round.