Did You Observe The "Office Etiquette Relationship"?

　　 mainstream culture Leading healthy office friendships

There are usually two cultures in a company. One is the mainstream culture, like public space, or the public relations or public culture led or promoted by the company. The other is the relationship between self development of pure individuals. If they are allowed to develop, they will easily evolve into mutual gang. Once this sub culture takes the lead, there is likely to be a conflict of interest with the company.

With mainstream culture, you can easily feel what the company advocates and do not advocate, and you can easily guess what kind of people are in this company. If this mainstream culture is what you like, you will find that people you don't like in the company are few. If you don't like this mainstream culture, you may find it very different to find someone you like. Besides, if you don't like this mainstream culture, you will probably try to dig together to fight against it. Because you need to protect yourself, or to make yourself a little bit more like it.

Therefore, in this sense, office friendship is actually a cultural climate. Of course, in the mainstream culture, some people may still be closer. For example, you have been criticized by the leader, your colleagues have comforted me, or there are some things I am not sure about, you can help me. At this time, office friendships are healthy and can make up for the lack of mainstream career life.

Regular ceilings and thresholds

from Management angle For example, the office needs a more healthy public life, which needs to be built.

We see a lot of company employees sending yellow short messages to each other, or making some kind of jokes. But in other companies, especially in some international companies, such behavior is called sexual harassment. The relationship between people is oriented, and the relationship will slowly change after some guiding development.

Therefore, the office culture should be regular, some rules are the threshold, some rules are ceilings, rules are used to maintain the margin, so that people's contacts can be followed. After all, there is a friendship different from the ordinary state in the office.

For example, many businesses do not allow managers to fall in love with ordinary employees. Because in office management, a very important principle is clear distance. Managers must achieve "a bowl of water level".

For example, some companies are very clear in recruitment, and those who do not accept internal recommendation are all publicly recruited. This is the radius of management. Otherwise, a pre established intimacy will probably lead to a sense of distance between you and others.

　　 corporate culture Construction is a fine work.

The construction of enterprise culture is a fine work. For example, the setting of office partitions, some offices are very segregated, some are cut off by glass, and they can see each other's faces, some do not need to be partitions at all, and there is a subtle control here.

If we classify the Chinese enterprises according to the theme of office culture, I think they can be divided into two categories. One is the large brand enterprises of three funded enterprises. In addition, small foreign-funded enterprises, private enterprises and state-owned enterprises belong to the same category.

The three brands of big brands have clear rules for building corporate culture. What they need to solve in China is to make some fine adjustments according to the characteristics of the Chinese people. For example, you may think of playing the role of Communists.

Another major category is relatively simple management. We can make an analysis of the status quo. Small foreign-funded enterprises are basically managed by Chinese businessmen, and cultural investment is no more advanced than that of Chinese enterprises. A lot of office culture can be said to be the culture of township enterprises. Managers may only take two measures: beating children and cooperating wives. There are no other models in their minds. The private high-tech enterprises are characterized by technical personnel. They treat the staff as a technical route and regard people as part equipment.

　　 When the dominant culture is missing, office interpersonal relationships can only develop.