The Core Meaning Of Corporate Culture

In the process of establishing a modern enterprise system that is in line with the international practice, the influence of corporate culture on business performance has gradually attracted the attention of the domestic business community.

In order to seek long-term and sustainable development of enterprises, more and more enterprises regard corporate culture as a major development strategy of enterprises, and make positive attempts in business practice.

The theory of corporate culture was developed rapidly in the early 80s. It interprets enterprises from a cultural perspective and enhances the level of enterprise management by means of building excellent culture. It represents the latest trend in the development of contemporary enterprise management theory and practice.

As a guide to practice, corporate culture theory seems too vague and complicated.

At present, there are more than 160 definitions of the global culture, which echoes the definition of corporate culture. There are hundreds of theories about the definition of corporate culture. With the addition of new research explorers, the definition of corporate culture is increasing, most of which are still unavoidable to people.

For enterprises, many new theories are fashionable but not practical. For those enterprises who really want to do business culture construction, corporate culture is still "very beautiful, sweet to say and difficult to do", but some consulting companies have explored some new ways in the process of providing consulting services to enterprises in the long run.

The writer is a senior consultant in the corporate culture direction of Beijing Ren Da Fang Li Management Consulting Co., Ltd., after 8 years of practice and exploration, here I talk about personal understanding of corporate culture: as a cultural atmosphere, corporate culture is not a management method, but a concept of management method; not a behavior activity, but a cause of behavior activities; it is not interpersonal relationships, but a philosophy of life reflected in interpersonal relationships; it is not a working state, but a feeling of work in the state, not a service attitude, but a spiritual realm embodied in service attitude.

In short, corporate culture permeates all activities of enterprises and flows out of all business activities.

The largest electrical distribution chain in Beijing, Dazhong electrical appliance company, has set up a record of 4200 sets of color TV sets sold at the beginning of this year, which is equivalent to the sales volume of a large department store for one year.

Experts analyzed the success of Dazhong electrical appliance company in terms of service, low price, characteristics, team and other elements.

Among them, "service" a large and medium-sized company has its own unique form of working hours, from the chairman to the salesperson wearing a blue vest with "best service for you".

As we all know, business enterprises want their employees to express their customer satisfaction, and the development of this attitude depends on the mental state of their employees and their employees.

In the case of some difficult situations in dealing with customer relations, Dazhong company has formulated specific codes of conduct, that is, the "four principles" extended from "customers are always right", that is, goods can be exchanged for goods that can not be exchanged for change, while repairable ones can be repaired without repair.

With such a guiding principle, it can be imagined that the disputes between salespeople and customers will not be too many, and the probability of service attitude will not be too great.

Therefore, if an enterprise wants to have good service attitude, it is obvious that efforts should be made to establish a good spirit of enterprise and enhance the spirit of the staff. This is one of the tasks to be completed in the construction of corporate culture. Corporate culture is not a service attitude, but a spiritual realm embodied in service attitude.

In December 26, 2001, after 5 repairs, it still can not fundamentally solve the malfunction, while manufacturers and sales centers refused to make a commitment to return or pfer. Mercedes Benz, chairman of the Wuhan forest wildlife world, Wang Sheng, raised the sledge hammer in Wuhan square.

This is the "Big Bang" incident, which is widely concerned by the society and the media.

The same attention was paid to the Mercedes Benz, which was not only strong but also escalated with the attention of the event.

The following is the 3 statement of Mercedes Benz: December 27, 2001: "we deeply regret that our customers do not accept our help.

I am deeply sorry for the extremely unnecessary and unnecessary actions taken by the people concerned in this matter.

January 8, 2002: "we condemn this irrational and meaningless act."

In January 17, 2002, Benz Corp asked the Wuhan forest wildlife world to issue a letter of apology to us in response to the unnecessary and infringing actions of our company.

This letter of apology will be sent to all media reporting this.

Any auto company in the country will send people to get there quickly. First, they will "press" and choose private ones, then accept the reasonable or unreasonable demands of the users. The Korea Companies's choice is the same as those of the domestic companies; the Japanese companies will arrive at the first time, bow and apologize without delay, and then take various means to delay, but they will not allow the users' requests to come to a conclusion. Finally, the American Motor Corp will exert their strong public relations ability, set up a countermeasure group, and launch a "crisis management". A reporter has made the following interesting speculations about this incident: there is a big difference in the handling of the obvious coercion of the Wuhan forest wildlife world "not to solve the car crash".

We will not discuss the right and wrong of this incident, or return to the corporate culture we care about. We say corporate culture is not a behavioral activity, but a cause of behavioral activity.

The reason why the author makes such a speculation on companies is obviously based on people's understanding of the cultural differences between countries.

Germans are known for their preciseness and standardization. They always strive for material selection, production process monitoring and technological process requirements, which makes their products stable and reliable.

It can be imagined that, based on confidence in its products, Benz Corp will not easily believe that car problems are the cause of production. Even if the problem is really on their own, they will not choose privacy, but will find the source and solve the problem in a more formal way.

We know that most foreign companies have a whole set of training programs.

For example, IBM has established a perfect education system.

The company's education permeates all walks of life, from managers to employees. Each person must receive 40 hours of regular training each year.

At the same time, the company has prepared a variety of required publications to send directly to the staff to learn, and invite users to participate in a variety of lectures and exchange activities, and guide the company to a road conducive to the community.

After joining the WTO, China's financial market and insurance market opened its door to foreign investment, and a competition for talent began.

As one of the first 6 foreign insurance companies to be allowed to enter the Chinese market, the American metropolis life-insurance company is unique in its efforts to build a Chinese branch and recruit troops.

William Tobita, President of metropolis, explained that they did this because they put great effort and money to train their talents. "Through such training, we can create our company culture" and "promote the development of metropolis by cultivating their own salesmen and creating their own culture".

Now, staff training is also getting more and more attention in domestic enterprises.

Staff training is not only promoted as a management method to improve the quality and skills of employees, but also become a magic weapon for many enterprises to attract talents and retain talents.

When we go back to the issue of corporate culture, let us analyze the phenomenon that employee training is widely applied in enterprise management from the perspective of corporate culture. We will find that the importance of modern enterprises to human resources directly leads to and supports this management method.

Guo Fansheng, chairman of Huicong international, who calls himself "first-class scholar, second rate entrepreneur and three class politician", said in an interview with media reporters that in industrial society, we study the logic of capital, and today's society, the entrepreneurial mechanism has changed fundamentally, not that people are chasing capital, but that capital is chasing people.

"The loss of management and technical personnel has become the loss of the fundamental property of an enterprise".

Ma Bo Liang, President of Zhongji group, also said, "an enterprise must not ignore the role of people. The role of people is very important. After the route and policy have been determined, people are the first deciding factor."

It is the importance attached to people, the importance of human resources, the importance of human capital, and a series of staff training and staff incentive policies derived from it. Conversely, without a series of "attention", there will not be a series of policies or management methods behind, but the study of corporate culture is not a management method, but a concept of management method.