How to build a harmonious corporate culture?

Dear friends, the topic we are discussing today is "Human Resource Management and Harmonious Corporate Culture Construction in China". Let's think about the problem to be discussed. Today, I think there are only three needs. The first requirement is that you want to get some new ideas, new methods, new ideas and new viewpoints. The second problem is a harmonious corporate culture. The third question is about some problems encountered by the company's own team in the process of managing their own positions, hoping to find the answer. For these problems, I think we should think from the theme of our activities. The first question is what is corporate culture? The basic concept I am talking about today is to subvert our business school and the idea of Harvard MBA. I'll give you a definition and welcome criticism. We define corporate culture: an enterprise is alive, and the vital signs of its organization, like living things, are also determined by two environmental factors. Corporate culture is the carrier of enterprise organizational life, and the main work of corporate culture and human resources should be how to optimize the genes of enterprise organizations, that is, the director of human resources. First of all, it should be an engineer of corporate culture genes. The problem is, if you don't understand the structure of corporate culture, if you don't understand the basic elements of corporate culture genes, if you don't understand the metabolic law of corporate culture, you are an incompetent human resources director, and it is impossible to establish an excellent and harmonious corporate culture. The second question is what is a harmonious corporate culture. We consider from eight factors, and there are also my students here. Why did I mention eight elements? Very simple, let me tell you where the thinking of these eight factors comes from. Ten thousand years ago, China had a classic of China culture called the Book of Changes. The Book of Changes is based on rumors. What does gossip mean? Everyone thinks gossip is sex news. I'm terribly sorry. I think this is the result of the invasion and demonization of China culture by western culture, which has seriously polluted the culture of China, and China's traditional cultural values are in danger of extinction. We should fully understand what gossip is, and gossip is the basic way for us in China to analyze things. In management language, it is to divide the management object into eight management systems. In corporate culture, a harmonious corporate culture should also have eight dimensions. What are the eight dimensions? First, clear enterprise strategic target system and organized and scientific employee career planning. In other words, enterprises not only have their own strategic goals, but also provide a platform and hope for the development of employees. If an employee does not have a clear goal and career plan for the development of an enterprise, then no matter how great and rich the enterprise is, it is a failed enterprise and a short-lived enterprise. The second problem is the people-oriented enterprise value system. A harmonious enterprise should create a happy, noble, happy and sense of belonging team culture. However, many groups in our current enterprises cannot and have not seriously considered providing employees with a happy, happy, noble and sense of belonging cultural atmosphere. What is the cause of this problem? Employee loyalty is extremely poor. A well-known enterprise group in Taiwan Province Province can run away with 1000 employees overnight. He also complained that China lacked human resources, so he set up a new production base in Viet Nam and blackmailed the mainland human resources market. I think their group should reflect. In the European market, it paid a heavy price because of the disharmony of employee relations-huge losses. For example, Huawei recently fired 10,000 employees and then re-employed them in order to cope with and circumvent the relevant provisions of the new national labor law. Is it possible for an enterprise that is disloyal to its employees to eventually become an enterprise? For example, if you don't do your duty, do you want your wife to say that she loves you? We are disloyal to our employees and shirk our responsibilities, but it is foolish and arrogant to ask employees to be loyal to our company and team. The third aspect of the problem is that enterprises should have an incentive, management and appropriate control system. Many people think that the main means of management is management. I think this is positive and wrong. The main means of management is incentive rather than control. Incentive is the main purpose of management, and control is only an auxiliary means and risk prevention measures. The incentive function of management is often neglected. The result will be chaotic anyway, and you will die if you manage it. This seriously deviates from the incentive principle of management. Let our surroundings be filled with the sunshine of humanistic care of trust, encouragement, cooperation and mutual assistance. Fifth, we should have an elastic, flexible, harmonious and flat organizational structure system, which can scientifically evaluate the performance of organizations, teams and individuals. On this basis, it is possible to achieve the goals of clear goals, scientific division of labor, reasonable authorization, clear responsibilities and rights, proper rewards and punishments, tempering justice with mercy, orderly supervision, efficient communication and strong harmonious operation culture. The sixth aspect requires enterprises to establish personalized market positioning and unique marketing service management system. The market is created, so we must establish the consciousness of market competition, service and innovation of all employees. At the same time, according to the enterprise market competition strategy, actively establish the enterprise team market management, service objectives, responsibilities, performance appraisal and incentive system. We can systematically protect the rights and interests of enterprises, consumers, senior management teams, strategic alliances and every marketing manager, and create a harmonious marketing culture of enterprise integrity, sincerity and integrity through modern public relations management means. The seventh aspect requires enterprises to establish innovative technology, quality, R&D management and intellectual property protection systems. Global economic integration and high informatization require enterprises to have the ability of continuous learning and innovation. Therefore, in a sense, the learning ability of an enterprise directly affects its core competitiveness. The innovation ability of an enterprise includes nine parts: strategic innovation, cultural innovation, institutional innovation, operational innovation, organizational innovation, service innovation, quality and technology innovation, brand innovation and capital operation innovation. Any enterprise or team, the stronger its learning ability, the stronger its innovation ability and the stronger its ability to create new value. Eighth, enterprises must establish a diversified and optimized capital structure and the ultimate harmonious value system of enterprises. Any enterprise that wants to grow up must have a modern corporate governance structure that conforms to market competition and local laws. This requires that enterprises can form clear property rights and stock rights as soon as they are established, and the mechanism of shareholders' meeting, board of directors and board of supervisors is sound, forming an operating system with scientific decision-making, reasonable supervision and strong implementation. In the future development, enterprises will actively fulfill their social responsibilities, realize the capitalization of human resources, actively integrate with the capital market, gradually optimize the ownership structure, capital structure and asset structure, achieve rapid and sustainable development through asset management and capital operation, and be a responsible and respected corporate citizen. The above eight aspects have evolved from the eight diagrams in the Book of Changes, such as dry, intercourse, separation, earthquake, fumigation, hurdle, root and Kun. Of course, to put it more complicated, according to holographic management theory and harmonious enterprise management mode, it is divided into eight management systems, nine management levels, and three management dimensions: capital chain, information chain and value chain, forming 2 16 first-level management modules. This will draw a management map of harmonious corporate culture for everyone. So how to build a harmonious corporate culture of our enterprise according to this atlas, how to make our enterprise coordinated, sustainable and long-lived, and how to optimize the genetic structure of our enterprise? As I said just now, corporate culture and corporate life are determined by two factors: corporate genes and the competitive environment for corporate survival. What we are discussing today is the "three laws" of labor relations, that is, the changes in the legal environment of enterprises. Our enterprises should also adapt to this change when the environment changes, and the genes that do not adapt to the changes in the environment will be eliminated. How to realize this problem? I hope to provide a holographic tool model for HR management of our human resources director. This tool is also simple to say. Only a few words I hope you can remember: 1. Manage goals. Engaged in human resource management, starting from the basic responsibilities of this position, you must fully understand and understand the development status and future development trend of the enterprise, and you must have a management goal. Second, values. Third, the management system. Fourth, the operation mode. Fifth, organize the implementation. How to implement it? Who will carry it out? Many enterprises regard human resources directors as decorative materials. Why? Let's recruit excellent people and talents at a very low price. He used up all his resources and valuable things, and then it was not easy to fire him. The president and general manager let the human resources manager get away with it. Sixth, the human resources market. At present, human resource management should create an innovative learning platform for enterprise employees. Seven, innovative learning platform. Enterprises should not only create learning conditions for employees, but also be conducive to the establishment of innovation systems such as market innovation, product innovation, value innovation and brand innovation, and form a sustainable innovation mechanism as soon as possible. Eight, human capital management. We should realize that human resource management itself is an "ancient" concept and a concept and tool that should be revolutionized. Backward human resources are like obesity. The more obese a person is, the three highs will appear, and blood sugar, blood lipid and blood pressure will be high. The more human resources an enterprise has, the greater the threat to its life, which is also very dangerous and will also lead to "three high diseases in enterprises". What does the director of human resources do? Use these resources as soon as possible. It is to consume the surplus "fat", "protein" and "amino acid" of an enterprise, and transform it into the innovation ability of an enterprise organization, into wealth, into future market competitiveness, into potential value or into realistic purchasing power. So how does such a holographic human resource management tool operate? The last thing I want to share with you is that Confucius accepted an apprentice named Ceng Zi and wrote a book called "The University". The simple truth of "university" is "three cardinal guides and eight aims". What are the three cardinals? It means "Mingde, close to the people, stop at perfection". "Ming Ming De" is to point out the direction for all employees in our enterprise. "Being close to the people" means treating every employee of the enterprise as his family, so that the enterprise can feel the warmth, security and sense of belonging of the group. "Stop at perfection" should be kind to people and employees. Benevolent people love others, are responsible for employees, give more consideration to the present and future development of employees, care about their spiritual needs, encourage employees to participate in the management agenda of innovation and decision-making of enterprises and teams, and try their best to meet their legitimate needs. This is kindness, that is, "being close to the people." Finally, there are "eight eyes". How to realize the problem of building a harmonious corporate culture that I just talked about has a ready-made answer in University, but not in MAB. The first name is "origin and end". What is the origin and end of an enterprise? When you are engaged in enterprise management, you must distinguish between what is the origin and what is the end. Never "give up the root and chase the end", that is, "Kun Gua". It is said that the terrain is Kun, and the gentleman carries things with morality. The second is "learning from things". How do we let employees know what they are doing? I will tell you that there are four words, one is innovation and the other is learning, which is called learning from things. It is "divination", which is to serve the innovation, refined management and innovative management of enterprises. The third is "sincerity". Whether creating the market or managing and operating our human resources and human resources capital, we should be sincere and treat others with sincerity. Sincerity is the cause, stone is the opening. It's cantaloupe, it's water. Laozi said that "goodness is like water", which is the highest principle of the market. The fourth is "righteousness". "Righteousness" means to have shining and responsible love. The following four items are "self-cultivation", "keeping the family in order", "governing the country" and "leveling the world", which also correspond to the eight diagrams in the Book of Changes, namely "shaking divination, deviating divination and doing divination". The whole eight articles constitute a complete, beautiful and harmonious ethical spiritual structure. With such a harmonious soul, it is possible to establish a harmonious interpersonal relationship, a harmonious team and a harmonious corporate culture. Building a harmonious corporate culture should start with cultivating a harmonious mind. Why is our traditional culture called Yin and Yang? Yin and Yang-If you don't understand Yin, there is no Yang. "Lonely yin is not born, and lonely yang is not long." As a result, there have been corrupt criminals like state leaders in the history of People's Republic of China (PRC), and it is not uncommon for vice-chairmen, members of the Political Bureau and senior officials at ministerial level to have economic problems. Leaders of many well-known enterprises, such as Gu, Gu, Zhou Zhengyi and Wang Xiaojin, have also fallen. What is the reason? Self-cultivation and self-cultivation, the rule of the country and the world, if you don't consider from the "background", don't consider from the understanding of things, have no sincerity, and have bad intentions, it will always be deceiving and deceiving yourself. Therefore, our human resource manager should not only do a good job in the integration of enterprise human resources, but also do a good job in the development strategy of enterprise human capital. At the same time, we should also ask ourselves to start from the aspects of optimizing spiritual structure, evolution, team, corporate personality cultivation, etc., to help enterprises establish a "people-oriented" value concept and institutional system, to create a fair, just, open and sunny institutional environment for every employee, and to create a beautiful and harmonious cultural environment from * * * encouragement and * * innovation. Thank you! The academic career of Professor Gan Quan, an expert in management philosophy. At present, he is the academic advisor of the United Nations Global Forum, the chief expert of the National 11th Five-Year Plan 653 Project "Chinese Studies and Harmonious Corporate Culture Construction", the vice president of the International Management Engineering Society, the secretary general of the China Management Philosophy Forum, the director of the Tsinghua University Chinese Studies Business Road Project Office, the professor of the Yi-ology Culture Research Center of Beijing Normal University, the chief expert of the DBA project of Chinese and Western Comparison of China Renmin University, and the president of the holographic innovation management research institute. Trained more than10,000 senior managers in China, provided internal training of management diagnosis or consultation for more than 65,438+000 enterprises, and served as management consultant, business planning and independent director of several enterprise groups, and accumulated rich theoretical and practical management consulting experience.