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中小企业的企业文化研究

时间:2022-08-25 来源:未知 编辑:梦想论文 阅读:
1、 An overview of enterprise culture in small and medium-sized enterprises
 
(1) Definition of small and medium-sized enterprises
 
In the law of the people's Republic of China on the promotion of small and medium-sized enterprises, small and medium-sized enterprises are economic units with relatively small personnel scale, asset scale and operation scale compared with the large enterprises in the industry. Small and medium-sized enterprises are generally defined in terms of quality and quantity. The qualitative indicators mainly include the organizational form, financing mode and the position of the industry. The quantitative indicators mainly include the number of employees, paid in capital and total assets. For example, the standard for small and medium-sized enterprises of industrial enterprises is less than 2000 employees, or the sales volume is less than 300 million yuan, or the total assets are less than 40 million yuan. The standard for small and medium-sized enterprises in the transportation industry is that the number of employees is less than 3000, or the sales volume is less than 300 million yuan. Other different types of enterprises have different definitions.
 
(2) Concept of enterprise culture
 
The enterprise culture is the sum of the mission, vision, purpose, spirit, values and business philosophy with the characteristics of the organization, which are gradually formed in the production and operation practice of the enterprise and are recognized and observed by all employees, as well as the embodiment of these concepts in the production and operation practice, management system, employee behavior and the external image of the enterprise. It plays a guiding role, a restraining role, a condensing role, an encouraging role, an adjusting role and a regulating role in the thinking and actions of all employees of the enterprise.
 
With the rise of knowledge-based economy with knowledge, information technology, network technology and other emerging technologies as its main content, cultural power has become the core of enterprise competitiveness. As an important part of the national economy, facing the challenges and opportunities in the era of knowledge economy, small and medium-sized enterprises should realize cultural innovation and development in a timely manner, eliminate the negative elements in the existing culture, and truly establish an enterprise culture that is compatible with the "pulse" of the times and full of vitality.
 
2、 The necessity of shaping enterprise culture in small and medium-sized enterprises
 
(1) Promote and improve the competitiveness of enterprises
 
Enterprise competitiveness refers to the comprehensive quality that an enterprise can provide products or services to the market more effectively than other enterprises in a competitive market, and obtain profits and self-development. The competitiveness of an enterprise can be divided into three levels: the first level is the product level, including product production and quality control capabilities, enterprise services, cost control, marketing and R & D capabilities; The second is the system level, including the structural platform composed of various operation and management elements, the internal and external environment of the enterprise, the resource relationship, the enterprise operation mechanism, the enterprise scale, the brand, and the enterprise property rights system; The third is the core layer, including the enterprise culture with the enterprise concept and enterprise values as the core, the internal and external consistent enterprise image, the enterprise innovation ability, the differentiated and personalized enterprise characteristics, the stable finance, the excellent vision and the long-term global development goal.
 
(2) Build a good corporate image
 
Enterprise image is an important internal reflection of enterprise culture. The innovation of enterprise culture is the foundation of the shaping of enterprise image, and the shaping of good enterprise image is helpful to the sublimation of enterprise culture. Corporate image is an important index of corporate culture, the key to creating brand, and the cornerstone of corporate success.
 
(3) Promote sustainable development of enterprises
 
The essence of enterprise culture is reflected in its core values. The key to the sustainability of enterprise growth is that its core values of pursuing long-term stability should be confirmed by the future people of the enterprise. The future people of the enterprise also have the ability of self-criticism, continuation and development, so that the core values can be inherited and continued on the premise of adapting to the changes of technology and social environment.
 
(4) The magic weapon to attract and retain talents
 
With the advent of knowledge economy era, talents have become the key to the survival and development of enterprises. In the competition for talents, the enterprise culture plays a key role. The competition of enterprises for talents is really reflected in the competition of different enterprise cultures. Through understanding and understanding the corporate culture of the company, various talents can choose a company suitable for their own development. To a certain extent, many talents choose to enter a company because they like its corporate culture.
 
3、 Problems existing in the construction of enterprise culture of small and medium-sized enterprises in China
 
The development of China's small and medium-sized enterprises is still in the primary stage on the whole. The competitiveness of most small and medium-sized enterprises is weak. The fundamental reason is the lack of enterprise culture with enterprise personality. In addition, for the development of small and medium-sized enterprises in China, more attention is paid to scientific management and improvement of management level. Few people advocate that small and medium-sized enterprises should pay attention to cultural construction.
 
(1) Managers and employees have insufficient understanding of enterprise culture
 
China's understanding of enterprise culture is in a relatively new period, both in theory and in practice. In this period, due to different understandings, the understanding of the connotation of enterprise culture is different. This situation leads to the misunderstanding of the managers and employees of small and medium-sized enterprises on Enterprise Culture: some believe that enterprise culture is the patent of large enterprises, and only large enterprises have the ability and qualification to talk about enterprise culture; Some people think that enterprise culture can not play a role in enterprises, but only the face of successful enterprises - only successful enterprises have enterprise culture; Others believe that corporate culture is to add some cultural atmosphere in the enterprise, such as posting some slogans and engaging in some cultural and entertainment activities. Such understanding will make small and medium-sized enterprises not to build enterprise culture or to blindly build enterprise culture.
 
(2) Unscientific enterprise system
 
"If there are no rules, there will be no square". The construction of enterprise culture must be guaranteed by the system. Most of the small and medium-sized enterprises in China are family enterprises. In these family enterprises, most of the decisions are made by parents. The employment of family enterprises is often based on relatives, not talents. When these people take up their posts, the rules and regulations of the enterprise will not work for them. This kind of employment system that recognizes people only by their relatives produces an unfair competition system, which leads to a lack of unity among enterprises and a brain drain.
 
(3) The influence of inertia thought in traditional culture on present enterprises
 
Some people say that "Chinese traditional culture is not only a huge resource wealth, but also a big cultural burden". These "burdens" are mainly influenced by the following inert ideas: there is the idea of "great unification" and the implementation of administrative management. Since Qin Shihuang established a highly unified centralized state, the "great unification" has lingered in China for more than 2000 years. After entering the socialist society, due to the establishment of the planned economic system, this concept has not disappeared, but has been further strengthened. Due to the "large and complete" and "small and complete" management mode, small and medium-sized enterprises suffer from various common diseases: for example, various institutions within small and medium-sized enterprises overlap and there are too many people; Various procedures and slow information flow. At the same time, the concept of hierarchy and patriarchal clan system in traditional Chinese culture have penetrated deeply into the culture of small and medium-sized enterprises and have a great impact on it, which has become an obstacle to the modernization of small and medium-sized enterprises. The above-mentioned traditional culture can be seen everywhere in the real world, which has a great negative impact on the progress of the culture of small and medium-sized enterprises in China.
 
(4) Lack of necessary theoretical guidance and institutional norms
 
The research of small and medium-sized enterprise culture is still in the primary stage of development, and there is still a lack of systematic and complete enterprise culture theory, so that there is a lack of necessary theoretical guidance in the process of building small and medium-sized enterprise culture. Some small and medium-sized enterprises are too broad in their understanding of the culture of small and medium-sized enterprises. They think that it is impossible to reach and that it is not appropriate to promote it at this stage; Some small and medium-sized enterprises have too narrow understanding of the culture of small and medium-sized enterprises. They think that adding cultural facilities and carrying out cultural and sports activities are the culture of small and medium-sized enterprises; Some small and medium-sized enterprises regard the cultural construction of small and medium-sized enterprises as too simple. They think that a few loud slogans as the spirit of small and medium-sized enterprises should be written on paper and pasted on the wall. They are satisfied with superficial articles and are unwilling to make great efforts and make painstaking efforts. This is also an inevitable problem in reshaping the culture of small and medium-sized enterprises.
 
(5) The quality of leaders needs to be improved
 
With their vigorous vitality, small and medium-sized enterprises in China have gradually developed from outside the system to within the system, which has proved their ability, courage, courage and talent to the society, and have played an important role in the national economy today. Although the institutional background, policy environment, opportunities and challenges of small and medium-sized entrepreneurs in different periods are different, and their personality characteristics and qualities are also different, looking at their entrepreneurial process, we can find many common characteristics. It is these characteristics that make them from scratch, from small to large, and become the rising star of hope in the Chinese business community. However, on the other hand, this group of entrepreneurs is still not mature enough, which makes some small and medium-sized enterprises a flash in the pan. It has become a major feature of China's business community that "you can sing and I will appear, and each will lead the way for three to five years". Many excellent small and medium-sized entrepreneurs once had brilliant achievements, but later they gradually fell. While lamenting for them, we also found that although there are many factors, even very accidental factors, that affect the success or failure of enterprises, some characteristics of small and medium-sized entrepreneurs themselves are also the key reasons for the success or failure of small and medium-sized entrepreneurs.
 
4、 Measures for small and medium-sized enterprises to shape enterprise culture
 
(1) Absorb the essence of traditional enterprise culture
 
Confucian cultural thought is the ruling cultural thought of Chinese feudal society. It stresses self-cultivation, family harmony, governance and peace. Its essence is ethical culture and moral culture. It mainly regulates people's behavior and conflicts of interests with values such as "benevolence, righteousness, propriety, wisdom and faith". The values of modern small and medium-sized enterprises should be to pay equal attention to justice and profit, and to abide by justice and profit, that is, under the premise of observing social ethics and national policies and regulations, to improve economic efficiency or pursue the maximization of interests as much as possible. The former is the basic requirement for the "righteousness" of small and medium-sized enterprises, while the latter is the concentrated embodiment of profit. The unification of the two is the most basic behavior standard of modern small and medium-sized enterprises.
 
(2) Strengthening the quality construction of entrepreneurs in small and medium-sized enterprises
 
Xiong Porter, a famous economist, regards market economy as entrepreneur economy and believes that entrepreneurs are the main body of modern economic development. If this proposition is true, we can certainly say that small and medium-sized entrepreneurs are the main body of modern small and medium-sized enterprise culture. Because an important condition for the modern SME system and its efficiency is whether a positive and enterprising SME culture can be formed in SMEs. Small and medium-sized entrepreneurs play the role of creators, nurturers, advocates, guides and motivators in the culture of small and medium-sized enterprises. Small and medium-sized entrepreneurs are the leaders of the cultural construction of small and medium-sized enterprises. The task entrusted to them by history is not only to be the "engine" of creating material wealth, but also to be the pioneer of the culture of small and medium-sized enterprises. They should be good at using cultural means to shape the image of small and medium-sized enterprises. At present, what needs to be done is to further deepen the reform of small and medium-sized enterprises and create favorable social conditions for the growth of small and medium-sized entrepreneurs.
 
(3) Establish corporate culture and brand strategy
 
If we want to establish a suitable corporate culture or make the corporate culture play its due role, we must first establish the brand goal of corporate culture and operate the corporate culture as a brand. Only in this way can we ensure that the upper and lower levels are united, ensure that the construction of corporate culture and the development of enterprise operation are synchronized, and support and promote each other. At the same time, the management of corporate culture as a brand highlights the importance of corporate culture construction and lays a solid foundation for enterprises to attract and retain talents.
 
(4) Ensure the consistency of enterprise system and culture
 
Ensure the consistency of the company's rules and regulations with the company's culture In this way, the rules and regulations can form an external protection for the corporate culture, and the implementation of the corporate culture strategy can be ensured by regulating the behavior of employees. At the same time, we should strengthen the institutional construction of enterprise culture and maintain the consistency and continuity of enterprise culture. Enterprise culture also needs system protection, and excellent enterprise culture is always connected with perfect guarantee system. Some enterprise culture may be greatly changed due to the change of management, resulting in the disconnection of enterprise culture construction. This requires that the enterprise culture needs a certain system to ensure that it can "consolidate its foundation" in the event of the change of enterprise management or operation mode, so that the production and operation can be carried out steadily and continuously.
 
(5) Pursue people-oriented management concept
 
Optimize human resources and follow the people-oriented management concept, and give full play to the active participation of employees in the construction of enterprise culture. Excellent human resources are the foundation of a good corporate culture. They have inherent advantages in the construction of corporate culture and help to reduce the human and financial costs in the process of corporate culture construction. As the carrier of enterprise culture, enterprise employees are directly related to the effect of enterprise culture implementation. Therefore, the enterprise culture should take into account the requirements of the employees, be people-oriented, and get the unanimous approval of the employees to ensure the implementation of the enterprise culture and play its due role.
 
5、 Conclusion
 
Excellent culture is the pillar of a nation's survival and reproduction. Excellent enterprise culture is the pillar of an enterprise that has a long history. It is the fundamental embodiment of enterprise individuality and the soul of enterprise survival, competition and development. To strengthen the cultural construction of small and medium-sized enterprises, we should take the road of combining entrepreneurs with experts and scholars, combining traditional culture with reality, and combining Chinese and foreign cultures. Only in this way can our small and medium-sized enterprises embark on a healthy and sustainable development path.
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