The Cultural Weakness Of Chinese Private Enterprises:

To understand corporate culture as CIS is metaphysics. When we talk with many enterprises, many business leaders will be called "corporate culture". However, we see that his own management units are just hanging slogans. More business leaders understand CIS as an enterprise culture, or even override CIS on the corporate culture. The result is the formalization of corporate culture, which makes the corporate culture which originally belonged to the soft factors of business management more virtual.

One of the most serious problems of private enterprises is that their corporate culture is entirely a culture of entrepreneurs. The root of this is that some private entrepreneurs start their business at the early stage of their business. The relationship between supply and demand has created the success of entrepreneurs. The development of some private entrepreneurs depends on the reversal of supply and demand and the disorder of economic order. Another subjective factor is courage. At that time, the rule of the game was that if we were brave enough, we could dig a bucket of gold.

But it is this casual success that also allows private entrepreneurs to take pride in their confidence.

The meaning of corporate culture is the externalization of entrepreneurs' personal qualities. However, the meaning of corporate culture is far from merely the externalization of entrepreneurs' personal qualities.

Therefore, the cultural weakness of private enterprises is undoubtedly exposed under the current supply and demand relationship.

The "fines culture" of private enterprises is a typical culture of private enterprises. The basis for fines is based on a word from the boss, which is not legal at all. The reason is that many private enterprises have not gone from experience management to system management, let alone cultural management.

Fines are not an end, but a supplementary means. The conceited private entrepreneurs often punish a bunch of people, but often can not solve the problem. This fine culture leads to the high turnover rate of the employees.

Therefore, the "inverted U curve" in economics is a typical development curve of Chinese private enterprises.

The inverted U curve is also known as "Kuznets curve" in economics.

The "inverted U curve" phenomenon mainly refers to the performance and scale of enterprises in the initial capital accumulation and the initial stage of entrepreneurship, showing a normal upward trend, but when the enterprise develops to a certain scale, products and profits reach a certain critical value, there will be a stagnation or even a serious decline in performance and profits until the extinction of such a trajectory.

The inverted U curve can not only refer to the products, sales and profits of an enterprise, but also its performance and scale, and the track of the development of enterprises. This trajectory is a vague language for private enterprises, and its curve is also a true portrayal of the mentality and process of private entrepreneurs from self confidence, self responsibility to "suicide".

The fatal injury of China's state-run enterprises is that the enterprises understand their corporate culture as political and ideological work. They do not reflect economic interests. We also find that many enterprises, especially state-owned enterprises, think that the pronoun of corporate culture is political and ideological work, and that the political and ideological culture is deeply rooted.

Therefore, it is not difficult to analyze why Haier did not use airborne troops at all, and often recruit large numbers of university graduates to gradually cultivate talents. For college students, the concept of "corporate culture" is a blank sheet of paper, and it is easier to inculcate corporate culture on white paper. For many enterprises, because of the large number of airborne personnel, there will be considerable resistance in the process of establishing corporate culture.

The most fundamental purpose of the existence of enterprises is to survive and develop. Enterprises must pursue maximum profits and take economic interests as the center.

If an enterprise lists the political and ideological work in the core values of corporate culture, and takes some policies advocated by the government as the content of corporate culture, the essence of such corporate culture is not consistent with the law of enterprise development. It can not be a core value system for all employees of an enterprise, nor can it become a spiritual criterion for guiding the behavior of enterprises.

In many consulting work of state-owned enterprises, we can see that their slogan is "unity, progress, innovation, pragmatism, pragmatism and people-oriented". What's more, the slogan "unity, tension, seriousness and liveliness" is hung in its own business, so that visitors are in a fog. It seems to have returned to the 80s of last century.

Such a stereotyped slogan concept, without the individuality of the enterprise, is universally applicable. This kind of corporate culture is impossible for employees to reach a consensus.

There are even more outlandish enterprises that include family planning in the system construction of corporate culture, which is the embodiment of the obvious policy thinking and commercialization.

The "masters" of corporate culture: "rape" of corporate culture, many people feel mysterious and mysterious about corporate culture, but some corporate culture consulting masters are taking some mysterious and mysterious cultural indexes to deceive everyone.

Some consulting experts say that in order to effectively diagnose and evaluate the corporate culture, in order to measure the characteristics, strengths and weaknesses of the existing corporate culture, and to realize the innovation, reconstruction and pformation of corporate culture, it has made quantitative indicators such as measurement scale, reliability, validity and norm of the enterprise culture. Of course, energy is good, but the results measured by these quantitative indicators are often different from the current situation of the enterprises.

They have to simplify the simple culture and make a pile of data. They are cultural longitude, cultural latitude and cultural function.

Like some of the entrepreneurs who flickered like Zhao Benshan's cricket sketches, entrepreneurs became Wei Fan's role in the sketch, while the cultural consulting gurus secretly went home to count the money.

The poor entrepreneurs went home just to be careful of the reports, and the enterprises were still running according to the old mode.

Some entrepreneurs have been caught in the illusion of "selling away" after being taken in, so they have never caught a cold or even abhorred corporate culture.

One of the misleading points of "master" is: the "Westernization" of many "masters" of the enterprise culture is "returnees" or "Taiwan returnees" or from Taiwan funded enterprises, Hong Kong funded enterprises and foreign-funded enterprises. They often highly advocate the so-called "humanized management", that is, they generally do not assess the process, but only examine the results and compare the "ample" time. But this kind of management can be considered under the condition of high team quality, which is not suitable for most Chinese enterprises.

Guo Moruo, a great master of literature, said that dog meat is for human flesh, not for dog meat.

It is also ironic to get the corporate culture.

It is often seen that some enterprises have copied the so-called advanced management system in the West and applied it mechanically.

In addition, it is also a management mode and must combine with the local culture, otherwise it will make employees feel conflicted. When we interviewed in an enterprise, we heard that there was great difficulty in carrying out piecework wage.

Corporate culture is a culture of small business environment. It is a small culture in a large regional culture or national culture. The cultural atmosphere is different in different regions. When Haier merged the washing machine factory in Shunde, it conducted a survey on the local culture at the time of implementing the module of OEC management. It turned out that people in the South did not accept the 6S in the northern region (the original rule was the worst example of every day to stand on the 6S footprints), so 6S was innovated, that is, in Shunde, where the best practice is done, who will speak on the 6S footprints on the experience of innovation.

And the enterprise mentioned above is a southern enterprise. He did not consider the environment of the enterprise in the social and geographical environment. The implementation of 6S is more fines, and the intensity of the fines is still very high. Some management opinions of the southern part are very large, because the employees of the southern cadres do not approve of fines.

The so-called "archaic" refers to the fact that some "masters" do inherit the ancient Chinese culture and often connect modern enterprise culture with "Taoism", "Confucianism", "book of changes" and even metaphysics. We do not deny the breadth and depth of Chinese ancient philosophy. However, these philosophies are of universal significance, rather than reluctantly associated with them. It is better to build an enterprise culture system that can solve the practical problems of enterprises according to the current situation of enterprises and modern management theories. This system must be combined with the system of enterprise strategy, process and human resources, rather than a general connection with ancient philosophy. The ancient philosophical thinking can only serve as a reference system for the analysis of regional culture in the process of enterprise culture consultation. The two misleading "master" misleads: the corporate culture is totally "ancient".

In the book "Haier tells China", Haier is divided into three stages. The first stage is in the 80s of last century, mainly in the spirit of enterprise, slogan, factory song, etc. the second stage was in the early 90s, and the development of corporate culture was focused on the promotion of corporate image. By the end of 90s, the leading enterprises in the enterprise culture had placed the enterprise culture in the process, and more and more related to the management concept. It was no longer a functional department, but formed a dynamic project group with production, marketing, quality and so on, guided by culture, and solved the problems in the actual process.

In essence, the first two stages of development are powdering the face of the enterprise. The real corporate culture only restored her true character in the 90s.

China's corporate culture "masters" have been fooling Chinese entrepreneurs, and the word "corporate culture" has been "raped".