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民营企业文化建设的问题研究

时间:2022-07-20 来源:未知 编辑:梦想论文 阅读:
Due to the limitations of entrepreneurs' own quality and family system obstacles, private enterprises in China lack strong cultural support, exposing many weaknesses in the increasingly fierce market competition. Excellent enterprise culture is the foundation to promote the development of private enterprises. Strengthening the construction of enterprise culture and improving the "soft power" of enterprises can enhance the competitiveness of enterprises and achieve sustainable development.
 
1、 Problems faced by private enterprise culture construction
 
Corporate culture should have the common characteristics of sociality, nationality, integration, human nature, practicality, tradition, creativity and so on. However, at this stage, the cultural characteristics of private enterprises are more reflected in the following three aspects:
 
First, consanguinity. Most private enterprises are born out of family enterprises, which are linked by family kinship. "Fighting tiger brothers and fighting father and son soldiers" is the most prominent feature of their early stage. Business owners often think that blood is thicker than water, family members are reliable, and it is only when "their own people" lead the development of the enterprise that they can rest assured. The ownership and management of the enterprise are controlled by family members, thus forming an obvious family blood culture.
 
The second is kinship. In the start-up period, the management team of private enterprises is mainly composed of other relatives and friends in addition to family members. Even if the development of enterprises requires the introduction of professional managers, the core decision-making level is also composed of relatives and friends, and the corporate culture is inevitably branded with kinship.
 
Third, geopolitics. Private enterprise culture is closely related to its birthplace and business location, and has obvious regional characteristics. For example, due to the influence of "Yongjia culture", private enterprises in Wenzhou have a strong sense of doing business, and most of them emphasize hard work, innovation and enterprising. At the same time, the ideological understanding that "everyone wants to be a boss" and "it is better to be a chicken head than a phoenix tail" determines that Wenzhou people are used to fighting alone and are unwilling to be inferior to others. Therefore, although there are many private enterprises in Wenzhou, there are only a few of them with large scale and wide influence.
 
The characteristics of "three reasons" have brought many limitations and problems to the cultural construction of private enterprises.
 
1. Enterprise management "paternalism"
 
A major feature of private enterprise management is paternalistic management. Some people describe it as "one person the final say, and everyone revolves around". Even if it becomes a listed company, it is difficult to make a big change in this "one speech hall" situation. Because the board of directors will not be composed of people who disagree with the boss, and the so-called independent directors are mostly people who agree. This paternalistic management has obvious variability. Arbitrary decision-making and changing orders day and night often make the executor at a loss.
 
2. Assimilation of values
 
Corporate philosophy is the soul of corporate culture, and values are the core of corporate culture. However, many private enterprises do not have their own unique corporate philosophy and core values. Learning from Haier and copying Huawei has no characteristics corresponding to their own enterprises. Corporate culture has become a slogan used by enterprises to flaunt themselves, which cannot bring substantive help to the development of enterprises.
 
3. Fuzzy organization
 
Many private enterprises also want to do a good job in the construction of corporate culture, but there is no clear regulation on which department should be responsible. Therefore, Party organizations and Youth League committees are engaged in corporate culture, and human resources departments are also engaged in corporate culture. Each has its own rhetoric. Although some companies have specific leading departments, their decisions are changeable, and they have to do it again after changing the management and departments. Over time, the leading departments have no awareness of long-term planning.
 
4. Simplification of activity carrier
 
Another prominent problem is the blind pursuit of the external form of corporate culture, while ignoring its connotation. Even the cultural construction of some enterprises is "singing and dancing, holding parties, visiting and investigating activities". There is no effective cultural carrier, and there is a lack of influential cultural brands, which leads to the fact that the cultural construction of enterprises has not been deeply rooted in the hearts of the people, and it is just a vulgar surface culture.
 
5. "Vacancy" of cultural construction
 
Some private enterprises have good cultural concepts, but it is difficult to implement them. First, there is no system guarantee, especially the assessment system. Enterprises mainly assess economic indicators and management indicators at the end of the year, but do not assess cultural construction. And the corporate culture looks very "empty", it is not easy to set indicators, and there is no way to start the assessment. Second, the leadership did not pay enough attention to culture. They believed that culture was the icing on the cake, a supplementary work, and did not affect the company's business performance. In this way, the construction of corporate culture has become the work of "speaking is important, doing is secondary, busy is not".

2、 The goal of private enterprise culture construction
 
A healthy and upward corporate culture can enhance the core competitiveness of enterprises and promote the sustainable and healthy development of enterprises. Breaking through the bottleneck of private enterprise culture construction and building excellent enterprise culture should have clear goals.
 
1. A "core": core values
 
Core values are the foundation of enterprise operation, the core of enterprise spiritual and cultural construction, and the source of all enterprise ideas. Therefore, they are the symbol of excellent enterprise culture. Shaping core values is the most fundamental goal of building an excellent private enterprise culture.
 
 
 
2. Two "signs": the cultural value of products and the behavior habits of employees. The corporate culture changes from virtual to real, and finally manifests itself in the product value and the behavior habits of employees. Products and behaviors are the two carriers of corporate culture. By constantly instilling cultural ideas, products contain cultural values, and employees' behavior habits conform to the values. This is also an important sign of whether the corporate culture is excellent.
 
3. Three "expressions": good idea, truth in words and deeds, and beauty in image
 
Corporate culture is a strategic and systematic management method. Culture should be comprehensively connected and integrated in order to play a role. Good idea means that the business philosophy of an enterprise should be conducive to human civilization and social progress, and conform to the mainstream value of the times; Truth in words and deeds means that an enterprise should be consistent in words and deeds, rather than doing the same thing. This is an essential quality of excellent corporate culture; Image beauty, on the one hand, is to shape the external image through the introduction of CI system, on the other hand, it is to form a good reputation through taking responsibility for society. An enterprise with "good ideas, true words and deeds, and beautiful image" naturally has good public awareness.
 
3、 Countermeasures for the cultural construction of private enterprises
 
1. Break the family management mode and establish a modern enterprise management system
 
Corporate culture is a part of modern enterprise system, and corporate culture can play a better role only under the modern enterprise system. After the development and expansion of private enterprises, due to the increase of management levels and management span, the original advantages of "clear property rights, flexible mechanism and fast decision-making" in family management have been greatly reduced. Using such a management mode will hinder the further development of enterprises. To this end, enterprises must timely introduce and implement modern management systems, implement the principal-agent system, select professional managers and employees through the market competition mechanism, and change the internal management from "rule by man" to institutional constraints, so as to weaken the "three predestined relationships" characteristics of private enterprises, change the "paternalistic" management characteristics, and form a democratic, inclusive, open and enterprising culture and management mode.
 
2. Correctly understand the corporate culture, grasp the essence and carry out cultural construction
 
Private business owners should first fully realize the important role of corporate culture in the development of enterprises, highly support and actively participate, take the lead in advocating the construction of corporate culture, consciously shape corporate culture with their words and deeds, and become practitioners, communicators and promoters of corporate culture construction. Enterprises should form a consensus from top to bottom, recognize the essence and connotation of corporate culture, and build corporate culture with a positive and proactive attitude, rather than just engaging in some corporate culture activities and corporate CI image design, which are only the superficial expression of corporate culture. Only when the core concepts and values are expressed through various activities and forms, can a relatively complete corporate culture play a positive and positive role in the development of enterprises.
 
3. Strengthen the top-level design of corporate culture and improve the construction system of corporate culture
 
When formulating their own business development strategies, private enterprises must include the development strategy of enterprise culture. The overall design of the development of enterprise culture can make the construction of enterprise culture have an uninterrupted and continuous development process. In this way, the culture can be continuously accumulated and the enterprise culture can be constantly changed due to the change of leaders. Therefore, it is very necessary and urgent to strengthen the top-level design of enterprise culture and establish and improve the enterprise culture system with both era characteristics and enterprise characteristics.
 
The corporate culture system is usually composed of vision, mission, core values, etc. For example, Chint Group's corporate culture system takes "striving to become the world's leading provider of smart energy solutions" as its corporate vision, takes "making electric energy greener, safe, convenient and efficient" as its corporate mission, adheres to the business philosophy of "creating value for customers, seeking development for employees, and assuming responsibility for society", and on this basis has formed a quality first business culture, a pragmatic and innovative management culture Healthy and calm image culture, endless learning culture, and the concept culture of serving the country through industry...

4. Clarify the organization of corporate culture construction to ensure the continuous development of corporate culture
 
Set up special corporate culture construction and management institutions, give them the authority to match their functions, and ensure the corresponding authority of corporate culture institutions in the enterprise. At the same time, clarify the role positioning and functional responsibilities of relevant departments of the enterprise in the construction of corporate culture, and truly form a working pattern of "enterprise leaders attach great importance to it, cultural departments take the lead in organizing it, and relevant departments jointly manage it", so as to ensure the unity, systematicness, continuity and effectiveness of corporate culture. For qualified private enterprises, it is suggested to set up a "Chief Cultural officer" to be responsible for overall planning, management and speak for the corporate culture.
 
5. Strengthen the construction of corporate culture system and promote the effective operation of corporate culture
 
Cultural institutionalization is an important link in the construction of corporate culture, and it is also the fundamental guarantee for the sustainable role of corporate culture. For example, the most important part of Huawei's system construction is the "Huawei basic law". This enterprise system, which was prepared in 1995 and promulgated and implemented in 1998, is divided into purposes, basic business policies, basic organizational policies, basic human resources policies, basic control policies and other aspects. There are a total of six chapters and 103 internal rules of the enterprise, which fix the vision, mission, values, etc. of the enterprise with the formation of the system, It is known as the most complete and standardized "enterprise charter" of modern enterprises in China so far.
 
First of all, the "Huawei basic law" summarizes and improves the successful management experience of Huawei in its first venture, determines the concept, strategy, policy and basic policy of Huawei's second venture, and constructs a grand framework for the company's future development; Secondly, through the formulation of the "Huawei basic law", Huawei's core values are no longer just handed down from mouth to mouth, but fixed in the form of words, which effectively promotes the unity of Huawei's new and old employees' understanding of core values and reach a consensus on core values; Thirdly, it gives guidance for the operation and management of the future development, establishes the basic policies in the five aspects of operation, organization, human resources, control and successor, and provides a basic basis for various management operations such as Huawei's system construction in the future. Based on the "Huawei basic law", various systems that keep pace with the times and bring forth new ones have played a unique role in different historical stages and promoted the sustainable development of Huawei. Of course, the establishment of rules and regulations varies from enterprise to enterprise, and the purpose is to "establish rules". There are rules, there is a radius, and there is the institutional guarantee for the orderly development of corporate culture.
 
6. Pay attention to training and assessment, and effectively promote the implementation of culture
 
The culture that can be inherited is the best culture. As Ren Zhengfei said, "if old people pass on to new people, this generation can pass on to the next generation." In Huawei, the key to the implementation of culture is employee training. After new employees are hired, Huawei will provide them with centralized training for a certain period of time, and all of them will go to the Shenzhen headquarters for training. The training focuses on Huawei's relevant policies and systems and corporate culture. That is to say, as a newcomer, you should understand why Huawei, why the company's policies and systems are so stipulated, and your basic code of conduct as a member of Huawei, etc. There are four cultural courses for new employees, including various systems and cases, which are taught by special teachers. Every new employee who comes to Huawei is equipped with an old employee as a mentor to teach new employees about culture, tradition and process, and solve ideological and business problems. Huawei has strict reward and punishment measures for tutors. If new employees have problems, they should be held accountable. Then the new employees were assigned to different departments to receive unique practical training. For example, the culture of the production department is "quality is our self-esteem", and the culture of the R & D department is "sitting on the bench for ten years".
 
Huawei has also injected its corporate culture into overseas companies. Huawei employees receive relevant training before being sent to overseas projects, which strengthens the adaptability of employees with different cultural backgrounds, promotes communication and understanding between personnel with different cultural backgrounds, and greatly reduces cross-cultural conflicts.
 
IBM's performance appraisal system has become a powerful weapon for the implementation and dissemination of Huawei's culture, and truly put the appraisal system and evaluation system in place. From the management level to the staff level, the attitude and performance of labor should be assessed and evaluated. In fact, assessment is to spread culture through the power of system. Huawei culture is not so much established as assessed.


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