With the gradual improvement of enterprise standardization, standardization, process and refinement, there are more and more enterprise rules and regulations, but it is always impossible to predict and exhaust all possible problems in management, and those accumulated and deep-rooted management "stubborn diseases" are increasingly difficult to eliminate. This problem has caused many entrepreneurs to reflect on the effectiveness of rigid management in modern enterprises. Whether there is a simpler and more effective modern enterprise management model; Can we rely on the liberation of human nature, equal rights and democratic management to inspire the inner potential, initiative and creative spirit of every employee from the deep heart, so that they can really feel comfortable and spare no effort to create excellent performance for the enterprise? Can fundamentally eliminate the "stubborn disease" of enterprise management.
The "people-oriented" flexible management model has attracted more and more entrepreneurs' attention. Corporate culture management is gradually becoming an important attempt of this kind of flexible organization management, and corporate culture is gradually becoming the source for many enterprises to gain lasting competitive advantages in the fierce global market competition. However, due to the inherent objective law of "long-term, extensive, systematic, artistic and arduous", the corporate culture construction of many companies inevitably degenerates into "face project or wall culture", and corporate culture cannot play its due role in enhancing the core competitiveness of enterprises and realizing the strategic objectives of enterprises.
Then, how can enterprises effectively acquire the core cultural power that meets their own personality characteristics and objective needs? How can we avoid the embarrassing situation that corporate culture construction is reduced to "seriously engaging in form and going through the motions in a down-to-earth manner"? It is a wise choice to construct a standardized corporate culture management system.
Demand-oriented, establish the corporate culture management strategy of combining rigidity with softness.
To build a normalized corporate culture management system, we must first form a comprehensive, correct, scientific and profound understanding of the process of "corporate culture construction"; Otherwise, it will inevitably take a detour and be in vain. Unfortunately, at present, a large part of enterprises' cognition of corporate culture construction still stays at the level of corporate culture system construction, thinking that as long as a unique system of "concept culture, behavior culture, system culture and image culture" is formed, the task of corporate culture construction will be completed.
In fact, the construction of corporate culture is divided into three main stages: one is the formation stage of corporate culture system, the other is the landing stage of corporate culture practice, and the third is the innovation and promotion stage of corporate culture. The above three stages have different objective requirements for corporate culture management, and accordingly, the corporate culture management functions and management skills that organizations should have are also very different. In the formation stage of corporate culture system, whether an enterprise independently carries out corporate culture construction or hires an outside brain to carry out corporate culture construction, the first thing an enterprise needs is project management ability; In the stage of corporate culture practice, the test is the team's cultural practice ability in the existing operating state; In the promotion stage of enterprise cultural innovation, the test is the cultural innovation ability of the organization. In practice, because many enterprises lack a comprehensive understanding of the skills needed for corporate culture construction, the task of corporate culture construction is assigned to administrative departments, party-mass work departments, party offices or enterprise trade unions, which leads to the human resources management departments of many enterprises ignoring the skills demand for corporate culture construction, further exploring and studying the functional requirements of corporate culture management and the construction of corporate culture management system, and posing the mentality of "nothing to do, hanging high" that other departments do not have. In the process of corporate culture construction, many enterprises lack both professional talents and relevant experience and management mechanism, which eventually leads to corporate culture construction "becoming a mere formality and stopping at slogans". On the basis of deep understanding of the above requirements, Bloomington introduced the concept of "corporate culture management" and developed a set of corporate culture management system model combining "flexible management and rigid management", which systematically made up for the shortcomings of enterprises in the process of corporate culture construction and provided a strong guarantee for corporate culture construction.
Then, according to the model of corporate culture management system, we need to examine the construction strategy of corporate culture management system from the perspective of rigid management of human resources. For example, check whether the organizational guarantee and functional planning of each stage of enterprise culture construction can meet the needs of enterprise culture construction, check whether the management mechanism and rules and regulations of enterprise culture construction are absent and effective, and check whether the assessment and reward and punishment incentive mechanism of the work effect of each stage of enterprise culture construction are sound, so as to give full play to the professional advantages of human resources management in enterprise culture construction and choose the enterprise culture management strategy suitable for this enterprise.