According to the task and operation mode of the enterprise
Deere and Kennedy divided corporate culture into four types: strongman culture; Work hard and enjoy culture; Attack culture; Process culture. 1, tough guy culture. This culture encourages internal competition and innovation, and encourages adventure. Characteristics of corporate culture with strong competitiveness and fast product renewal II. Work hard and enjoy culture. This kind of culture pays equal attention to work and entertainment, and encourages employees to complete less risky work. Corporate culture characteristics of weak competitiveness and relatively stable products. 3. Gambling culture. It has the characteristics of putting all your eggs in one basket on the basis of careful analysis. Generally speaking, corporate culture is characterized by large investment and slow results. 4. Process culture. This culture focuses on how to do it, and there is basically no feedback on the work, so it is difficult for employees to measure what they have done. Corporate culture with strong authority and ability to complete tasks step by step.
According to the state and style of the enterprise
1, a vibrant corporate culture. Features are: re-organization, pursuit of innovation, clear goals, external orientation, good communication from top to bottom, and strong sense of responsibility. 2. Stagnant corporate culture. The characteristics are: quick success and instant benefit, no lofty goals, self-interest, self-protection, introversion, slow action and irresponsibility. 3. Bureaucratic enterprise culture. Features are: routines, red tape.
According to the nature and scale of the enterprise
1, greenhouse type. This is unique to traditional state-owned enterprises. Not interested in the external environment, lack of adventurous spirit, lack of incentives and constraints. 2. Picking type. Small and medium-sized enterprises are unique. The strategy changes with the environment, the organizational structure lacks order and the functions are scattered. The foundation of the value system is to respect leaders. 3, vegetable garden type. Trying to maintain the dominant position in the traditional market, paternalistic management and employee motivation are at a low level. 4. Large plant type. Unique to large enterprises. It is characterized by constantly adapting to environmental changes and stimulating the initiative and enthusiasm of employees.
According to the importance enterprises attach to various factors
1, bureaucratic. Owned by a company operating in a monopoly market. Non-personalized management style, pyramid organizational structure, emphasis on compliance with standards, norms and rigid procedures, lack of competition within the organization, people secretly intrigue. 2. Types of professional managers. Work-oriented, clear standards, strict reward and punishment system, flexible organizational structure and fierce internal competition. 3. technical type. Technical experts are in power, paternalistic, focusing on technical secrets and functional organizational structure.
enterprise transformation
What are the regulations for regulating enterprises in transition? Where can I find it? 1, Notice of the Ministry of Foreign Trade and Economic Cooperation, the State Administration for Industry and Commerce and the State Administration of Domestic Trade on Relevant Issues Concerning the Change of Sales Mode of Foreign-invested MLM Enterprises (1998 No.455 of Foreign Trade and Economic Cooperation)1998 In April, the State Council issued the Notice on Prohibiting MLM Activities, prohibiting any form of MLM business activities and requiring enterprises that have been approved and registered to engage in MLM business. Foreign-funded enterprises must also stop pyramid selling activities and turn to other modes of operation. In June 1998, the former Ministry of Foreign Trade and Economic Cooperation, the former State Administration for Industry and Commerce and the former Bureau of Domestic Trade jointly issued the Notice of the Ministry of Foreign Trade and Economic Cooperation in order to do a good job in changing the sales mode of foreign-invested enterprises engaged in pyramid schemes. Notice of the State Administration for Industry and Commerce and the State Administration of Domestic Trade on Issues Concerning the Change of Sales Mode of Foreign-invested MLM Enterprises (No.45438+0998) 2. Provisions on Issues Concerning the Implementation by the State Administration for Industry and Commerce, the former Ministry of Foreign Trade and Economic Cooperation and the former State Economic and Trade Commission (Gongshang Gong Zi No.31No.2002) supplemented and improved the Regulations on the Change of Sales Mode of Foreign-invested MLM Enterprises.
Business strategy
Strategic form refers to the strategic ways and countermeasures adopted by enterprises. According to the manifestation, it can be divided into three forms: expansion, stability and contraction.
Enterprise strategy is an overall and guiding plan to formulate long-term goals and achieve them. It belongs to the category of macro-management, and has six main characteristics: guidance, overall situation, long-term, competitiveness and systematic risk. Enterprise strategy is the general name of all kinds of enterprise strategies, including competition strategy, marketing strategy, development strategy, brand strategy, financing strategy, technology development strategy, talent development strategy, resource development strategy and so on. Enterprise strategy is endless, for example, informatization is a brand-new strategy. Although there are many kinds of enterprise strategies, their basic attributes are the same. They are all strategies aimed at enterprises, and they are all strategies aimed at the integrity, long-term and basic problems of enterprises. For example, enterprise competition strategy is a strategy aimed at enterprise competition, which is aimed at the integrity, long-term and basic problems of enterprise competition; Enterprise marketing strategy is a strategy aimed at enterprise marketing, which is aimed at the integrity, long-term and basic problems of enterprise marketing; Enterprise technology development strategy is the strategy of enterprise technology development, which is aimed at the integrity, long-term and basic problems of enterprise technology development; Enterprise talent strategy is the strategy of enterprise talent development, which is aimed at the integrity, long-term and basic problems of enterprise talent development. Wait, it's all the same. There are similarities and differences in various enterprise strategies, the same is the basic attribute, and the difference is the level and angle of planning problems. In short, no matter what kind of strategy, as long as it involves the integrity, long-term and basic problems of the enterprise, it belongs to the category of enterprise strategy.
The first factor affecting the strategy should be long-term planning. Mission, core values and vision are three components of vision planning. It is also the core part of an enterprise. In the process of strategic planning, the mission and vision always guide the direction of strategic formulation; Core values guide the strategic thinking mode and implementation strategy. The second factor that affects strategic management is the external environment. This external environment includes macro environment and industry environment. The so-called macro environment mainly depends on the regional economic situation and the economic situation of each economic cycle. The industrial environment can learn from Porter's five forces model. Including suppliers, customers, competitors, substitutes and potential competitors. At the same time, strategic management is also related to internal factors. Internal factors include two aspects. First, the so-called core competitiveness of enterprises advocated by Hamel and C.K.Prahalad. The second is corporate culture. The influence of corporate culture on corporate strategy mainly includes the following points (henry mintzberg's strategy course): 1, decision-making style 2, preventing strategic change 3, overcoming obstacles to strategic change 4, leading values 5, and cultural conflict.