Corporate Culture -- How Are You Going To Build It?

In recent years, our country

Textile and garment industry is one of the most competitive industries in China. Textile and garment enterprises are one of the "leading force" in the internationalization of Chinese enterprises.

In the process of internationalization, China's textile and garment enterprises should build their own corporate culture so as to realize the ideal of a strong textile and garment industry.

It is a matter of concern to many sectors.

This paper mainly discusses how China's textile and clothing enterprises should build enterprise culture in the process of internationalization.

First, make clear the goal and build enterprise culture with the strategy of enterprise development as its axis

Enterprise development strategy is an important part of corporate culture. It is also an important management mode and management idea. It is also listed as the latest management stage after corporate culture management.

From the perspective of the development of Chinese enterprises, it has been publicizing, learning and Practicing about the theory of corporate culture for 20 years.

Most middle and upper level managers know a lot about corporate culture, but there are relatively few reasons why they can become bigger and stronger. There are many reasons for this, but most enterprises do not have the strategy of enterprise development or lack of execution capability of the development strategy.

And there is another problem. Many enterprises have two skins with the development strategy of enterprises when they build and build enterprise culture.

Therefore, it is of practical significance to put forward the strategy of enterprise development for the construction of enterprise culture on the axis.

First, enterprise culture experts should be involved in the formulation of enterprise development strategy. The general strategy of enterprise development should include corporate culture strategy.

Two, the main leaders of enterprises should be familiar with the theory and practice of corporate culture management, and gradually change the phenomenon of separation of political work and business in Chinese enterprises, and the form of enterprise organization should also adapt to the needs of internationalization.

Two, strengthen operation, take system design as premise.

Cultural integration is a gradual process. Building an enterprise culture is to establish an excellent and suitable corporate culture. It is not a spontaneous process, but a result of the careful cultivation of the main leaders of the enterprise.

Therefore, it is absolutely necessary to comprehensively refine the will of the enterprise leaders and the will of the broad masses of employees, and systematically design them into a corporate culture program.

It is necessary to design the system on the basis of scientific theory, no matter whether it depends on the strength of the enterprise itself.

In the long process of theoretical and practical exploration, the framework of enterprise culture design has become mature and complete, and the workflow has also tended to be standardized. The important thing is whether design quality and operational quality (or implementation capability) can enable enterprises to really benefit from the construction of enterprise culture.

Generally speaking, whether internal staff or consulting companies are designing, we must conduct a large number of in-depth and meticulous research and evaluation work, conduct an assessment and analysis of the existing corporate culture, and form a detailed scientific evaluation (diagnosis) report. Then, based on the characteristics of the enterprises in which the enterprises are located, and the internal and external social and economic environment of the enterprises and the quality of their employees, a forward-looking and feasible design report is put forward.

The design report generally includes such contents as enterprise concept recognition system, enterprise behavior recognition system, enterprise identity system, the basic content of the so-called CIS design.

In recent years, some designs have focused on new contents such as emotional management, communication skills, learning organization and so on.

Although the theoretical framework of the design report is approximately similar, its content has a higher knowledge content.

Generally speaking, a corporate culture consultant (Planning) division should have at least some knowledge of the following disciplines, such as Business Administration (including corporate culture), psychology (including staff psychoanalysis and quantitative statistics of investigation results, etc.), sociology, philosophy and related industry technical knowledge, etc., and also have good interpersonal communication skills, insight and appreciation.

Therefore, both at home and abroad, corporate culture consultants are highly demanding jobs.

Especially in the process of internationalization of textile and garment enterprises, the choice of corporate culture consultant is more prudent, we must seriously examine its knowledge structure, level and practical ability.

2, the basic principles of corporate culture system design.

The basic principles here are put forward from the perspective of design content, participants and design methods.

First, the principle of combining foresight and feasibility.

The content of enterprise culture design must be combined with the reality of the enterprise.

That is to say, we should fully absorb advanced experience at home and abroad in the industry, and take into account the realities of enterprises, so we should not design them out of feasibility.

The two is the principle of internal and external integration.

Designers should strive to combine internal staff with external experts.

Simple internal staff are not easy to objectively evaluate the situation of their own enterprises, and some enterprises are also lack of qualified corporate culture management professionals: simple external experts are not easy to go deep into the reality of enterprises, and easily rely on the questionnaire to draw conclusions.

The combination of the two has complementary advantages, and the effect is better.

The three is the principle of combining the two.

The design report must have the joint participation of the enterprise staff and the main leaders of the enterprise to complete. It usually involves the discussion and approval of the staff representatives' meeting, and the process of repeated research.

In short, system design is an important link in the work of enterprise culture construction, and its importance is like building a tall building. If the design blueprint itself is wrong, the construction personnel will be serious again, and it will inevitably lead to problems.

Three. Scientific evaluation is based on psychological acceptance.

It is a good thing that corporate culture is universally recognized by enterprises.

It is a very favorable social factor to promote the construction of enterprise culture.

Every enterprise is engaged in enterprise culture, naturally it is easy to put forward a question of "who has done well" and "who has done it right".

This paper argues that the evaluation of the corporate culture of a specific enterprise should be based on the psychological acceptance of employees, collaborators and the public.

Psychological acceptance is a concept in psychology. A person's attitude to a business is a very clear and sensible experience.

It is very specific to two opposite but unequal degrees of experience, that is, "like (accept)" or "do not like (accept)".

For enterprises of different periods and scales, the objects, contents and ways of psychological acceptance are different. Therefore, different corporate cultures are formed.

Just imagine that the township enterprises and private enterprises in the early stage of entrepreneurship are the most important psychological recipients of small businesses and large risks. They are the acceptance of employees and the acceptance of customers. Therefore, the main manifestation or goal of this period's corporate culture is "common struggle, sharing interests, hard work and pioneering work".

A large state-owned enterprise, which is monopolized by the industry, needs psychological acceptance mainly because of the acceptance of the government by the representative of the state. Therefore, it may regard "obeying the law and law" and "execution plan" as the goal or spirit of enterprise. As for the degree of psychological acceptance of employees, if it does not endanger the leadership and social stability of the enterprise, it is generally not easy to become an important issue in the construction of enterprise culture.

Therefore, from a psychological point of view, the function of enterprise culture can be known why some enterprises spend a lot of money on building their own corporate culture, and have compiled tens of thousands, tens of thousands, hundreds of thousands of word design reports, organized a lot of public relations activities, and the development of enterprises has not benefited obviously, because they may not first solve this problem from the psychological level.

Using this idea to analyze China's textile and garment enterprises in the process of internationalization, we can know that in the current and future development of enterprises, the most important thing is to get the psychological acceptance of the crowd.

For example, when the "post quota era" is coming, there will be more opportunities for Chinese enterprises to export their products, but there will be more non-tariff barriers such as "anti-dumping" and "technical barriers".

How to win the understanding, sympathy and support of the relevant people and people in the international community, namely psychological acceptance, is the focus of corporate culture.

In order to get to know each other, we must make necessary investment in intelligence, information, public relations, friendship and investigation, and we must upgrade from "product culture" to "service culture".

If we want to combine economic activities, business activities with diplomatic activities and cultural activities, we should make our entrepreneurs gradually become leaders of knowledge, culture, business and social interaction.

This is a very substantive change. Without such fundamental reform, we will not create an enterprise culture that can make the international community psychologically accepted.

Therefore, the process of internationalization is the internationalization process of people's culture, ideas and habits.

This is very similar to the fact that MNCs should operate in the same way as "localization" in our country, and do not integrate into the culture of the other side. They only want to rely on the "Cold War mentality" to compete with each other in the trade friction.

At the same time, in order to get the acceptance of foreign markets, the textile and garment enterprises in the process of internationalization should integrate rapidly with the international market in terms of the scale and mode of operation of enterprises.

Therefore, when we understand whether the success of corporate culture is based on whether we can win the psychological recognition and acceptance of the most influential people in the development of enterprises, we will naturally discard the existing practices of many enterprises, in order to achieve the strategic objectives of enterprise development, and change our contingency plans and methods to shape the image of our enterprises at home and abroad.

In the process of internationalization, should enterprises not pursue this kind of practice?