No matter what kind of enterprise you choose, you must understand the corporate culture. As far as small and medium-sized enterprises are concerned, corporate culture is mainly reflected in how enterprises treat employees and customers. Let's share, no matter what kind of enterprise you choose, you must understand the corporate culture.
No matter what kind of enterprise you choose, you must understand the corporate culture. 1 in the eyes of most entrepreneurs, the formation and continuation of corporate culture is generally a process: "In the early days of the establishment of an enterprise, managers put forward the direction and exert influence on all employees, and then employees interact with each other, and the company consolidates and strengthens its consciousness at all stages of enterprise development. When a new employee joins, because the company has formed a certain cultural direction, he will naturally be influenced by the overall atmosphere of the company and subtly integrate into the corporate culture. "
However, with the continuous acceleration of market operation, the high-speed flow of talent market has become an inevitable trend. In recent years, many companies have a large number of new employees every year. In this case, how to effectively establish corporate culture and keep it very stable and sustainable is a very challenging topic.
Some enterprises take the lead in trying. Lenovo began to introduce old employees to tell stories to new employees a few years ago. This form of new employees quickly understood Lenovo's overall cultural characteristics and role consciousness in the enterprise. From face-to-face talk to large-scale talk with VCD. This is indeed a train of thought worth learning. Example shortens the process of new employees' integration into corporate culture. However, other people's stories are still far from their own empathy.
Experience economy puts forward a brand-new concept for the construction of corporate culture: work is a game, employees play various roles, and culture is the tonality of the play; The process of newcomers' integration is actually a process of how to quickly find the correct role orientation and find a sense of role. When the company moved into the new office address, it organized a special ceremony, in which the old employees carried the new employees into the new office door. When new employees join, they should hold a ceremony of hanging concentric locks. D-locks, which record the information of all employees, are connected in series and hung in the office. This is to let employees perceive the corporate culture of "respecting people and accumulating inheritance" through their own experiences.
In the outward bound training course for customers, there is a project called "survival": a group of players are required to climb a 4-meter-high obstacle wall without any external force. One of the core difficulties of the project is how the last team member completes the task. A new employee team of Hewlett-Packard Company, after a heated debate, succeeded in a way that was initially considered incredible, so that the members of this team quickly understood a corporate motto of Hewlett-Packard Company: "Crazy ideas are not bad ideas."
These examples all illustrate the same truth, that is, managers should find ways to "become directors, activate your corporate culture and turn it into something to experience." It should be reminded that design activities need to be based on several basic principles: first, no matter what form the activities take, they must be consistent with the spirit conveyed by corporate culture; Second, the activity itself should be distinctive and attractive; Third, once a method is widely recognized by employees, it is necessary to form a tradition as much as possible.
No matter what kind of enterprise you choose, you must understand the temperament of corporate culture II.
What is temperament? Cihai theory refers to people's relatively stable personality characteristics and style tolerance. In layman's terms, it is the overall feeling that a person gives. Corporate culture, like people, also has differences in temperament. Some are brave, some are elegant; Some impetuous, some practical; Some are extensive and some are fine; Some are bold and some are reserved; Some are active, some are quiet; Some are persistent, some are easy-going ... The cultural characteristics of an enterprise will also give people a general feeling.
How is the temperament of corporate culture formed? The first is determined by the temperament of the founder and boss of the enterprise. Secondly, it is also cultivated in the practice of enterprise management through the continuous innovation and enrichment of the main members of the team. This temperament is not what I say, but the evaluation of the object. It is a judgment of others on the cultural image, cultural psychology, cultural characteristics and cultural character of your enterprise.
The temperament of corporate culture only paints the enterprise with a certain color, which cannot determine the social value of your corporate culture, nor can it be directly used as a moral judgment. The culture of an enterprise, whether it is publicity or low-key, cannot determine its value orientation. Any temperament culture can make an enterprise become a noble and great enterprise, and it can also become a corrupt and harmful enterprise.
Temperament itself is not good or bad, and each temperament has positive and negative aspects, but it has certain practical significance for forming good motivation and attitude, which needs us to adjust. For example, some enterprises are full of passion and value form; Some enterprises are reserved and prudent, and value content. Although there is no right or wrong in principle, it is really necessary to grasp the balance between these two temperaments in practice. In a passionate enterprise, leaders are often excited. They like slogans blaring, slogans are all over the wall, and the movements are getting higher and higher. The emotions of employees are also ignited, shouting "I am a happy salesman, I am a great salesman, and I am an omnipotent salesman!" In an introverted and steady enterprise, leaders always calmly analyze, hoping to think systematically, make solid progress, step by step. Employees are not used to the scene of suspected pyramid schemes, and prefer to study and do things with peace of mind in an environment without stories. Enterprises can't be without passion, can't be irrational, can't be excited all the time, and can't be quiet. So I said we need to be specific, and it's too late.
Confucius, an ancient thinker in China, divided people into three categories from the perspective of similar temperament: "BOC", "crazy" and "stubborn". He believes that "crazy people make progress, and stubborn people make a difference." It means that people like crazy people have a positive attitude and are "ambitious and outspoken", and their words and deeds are strongly expressed. People like fans are reserved. They are "afraid to do something" and are often moved by it. People like Bank of China are in between, so-called "people who follow the golden mean". It seems that Confucius also thinks that although there is nothing wrong with madness and stubbornness, it is best for the Bank of China.
Although the temperament of corporate culture is not good or bad, there is a difference between beauty and ugliness. The most fundamental thing is the core values of your corporate culture. It doesn't matter if you are rough and delicate, but you should be honest and keep morality; It doesn't matter if you are straightforward and gentle, but you should pursue truth and beauty; It doesn't matter whether you are rigid or flexible, but you should obey the law. Of course, the most ideal corporate culture is the dialectical unity of content and form, appearance and spiritual temperament and accomplishment.