The value of the spiral development model of corporate culture lies in helping managers locate the direction of corporate culture construction and discovering the differences in understanding of corporate culture among all kinds of personnel in the company.
Through cross-analysis, it is noteworthy that all kinds of personnel in the company have different understandings of the current cultural orientation of Youfa, and there are also differences in the adjustment of its future cultural orientation. For example, in the analysis of academic qualifications, employees with low academic qualifications hope to strengthen the rule orientation; Joining Youfa Channel, fresh graduates strongly hope to strengthen innovation orientation; The cultural orientation that different branches want to strengthen is also very different.
Years of consulting experience tells us that corporate culture must be endogenous, compatible and consistent in order to become an accelerator for enterprise development. The so-called endogeneity means that corporate culture should be the core values, business philosophy and code of conduct gradually summarized, refined and passed down from the long-term production and operation practice of enterprises. The so-called matching means that the orientation of corporate culture should keep pace with the times with the adjustment of corporate strategy. At the same time, under the guidance of the concept of corporate culture, the enterprise management system should be further revised to match the value orientation of corporate culture. The so-called consistency means that corporate culture should be widely recognized, recognized and understood by all employees of the enterprise.
The present situation of Youfa corporate culture has problems in these three aspects to varying degrees, especially in matching and consistency, which restricts the exertion of corporate culture's functions of encouragement, education and cohesion.
1. Endogenous aspect: lack of systematic combing, timely summary and effective inheritance of past successful experience and excellent culture, leading to the fault and dating of corporate culture.
2. In terms of matching: because the company has not reached a * * understanding of the future development direction, leading to enterprises? The matching between management system and corporate culture is even more impossible.
3. Consistency: Youfa's top management has a good tradition and thinking on the core elements of corporate culture such as mission and vision, but due to the lack of adequate communication and coordination, the company lacks knowledge both horizontally and vertically.