Since 1998, China's tobacco industry has begun cross regional joint restructuring, the cultural construction of enterprises is in urgent need of further integration and development. At the same time, with the continuous development of economy and society, the competition among enterprises in the tobacco industry is intensifying, and this competition has gradually extended from the field of science and technology to the field of culture. More and more operators of tobacco enterprises gradually realize that corporate culture plays a vital role in the survival and development of tobacco enterprises. [1] In such a situation and situation, how to cultivate excellent enterprise culture that conforms to the development of the times and the needs of enterprise growth, and how to further enhance the cultural competitiveness of enterprises, has become an important issue that needs to be solved urgently by China's tobacco enterprises. This paper attempts to conduct in-depth analysis and exploration of the culture of China's tobacco industry enterprises from many aspects, and puts forward some effective methods and measures for the construction of tobacco enterprise culture, so as to provide reference for the construction of more tobacco business enterprise culture.
1、 The important role of corporate culture
The so-called enterprise culture refers to a cultural form naturally formed by an enterprise under a certain cultural background through long-term publicity and advocacy and the practical operation of employees, which has its own unique characteristics and can provide spiritual power and intellectual support for the development and expansion of the enterprise. It plays an important role in the development of the enterprise. It is mainly reflected in the following aspects:
（1） Leading role. Corporate culture plays a leading role in the development of enterprises and the growth of employees. This leading role can be reflected in two aspects. One is to guide the values of enterprise development and employee growth. The second is to guide the business behavior of enterprises and the working methods of employees. Corporate culture can publicize the values of the enterprise and guide employees to implement the unified values and code of conduct in their daily work by describing the future development goals and business development concepts of the enterprise.
（2） Cohesion. Enterprise culture can realize the perfect unity of enterprise interests and employees' interests. It can closely combine the development goals of the enterprise with the personal growth prospects of employees, so that employees can fully realize that only by constantly expanding and strengthening the enterprise, their own interests can be guaranteed and developed. Corporate culture can enhance the cohesion, centripetal force and combat effectiveness of employees. It is the perfect combination of the interests of enterprises and employees, and it is an important aspect of the role of corporate culture.
（3） Binding effect. Enterprise culture is a supplement and development of enterprise management system, and it is the advanced form of management system. Corporate culture can transform the cold institutional constraints into employees' consciousness of actively abiding by the system, which is more conducive to the management of the enterprise, so that employees can directly abandon those behaviors that are not suitable for the development and expansion of the enterprise in their hearts, which plays a better "soft constraint" role on employees' behaviors, further improves the self-discipline of employees, and provides institutional guarantee for the development of the enterprise. [2]
（4） Incentive effect. A good corporate culture can not only restrict the behavior of employees, but also further stimulate the sense of responsibility, mission and urgency of employees to start a business, further mobilize the initiative and creativity of employees to do a good job, and promote employees to turn their infinite love for the enterprise and collective sense of honor into a driving force to promote the development and growth of the enterprise, which effectively plays an incentive role and injects new vitality into the development of the enterprise.
2、 Problems in the construction of corporate culture in the tobacco industry
With the intensification of market competition and the deepening of modern management concepts, enterprises in the tobacco industry continue to pay more attention to corporate culture, and tobacco corporate culture has achieved certain results. However, it should be noted that at present, there are still some urgent problems to be solved in the cultural construction of most tobacco enterprises in China:
（1） Insufficient attention. Some enterprises confuse the construction of corporate culture with the ideological and political education of employees. They believe that grasping corporate culture is to grasp the moral construction of employees, and that engaging in corporate culture requires more mass entertainment activities. As long as employees are mobilized to participate, the purpose will be achieved. They do not see the important role and significance of corporate culture, pay insufficient attention to corporate culture, and do not put in place investment and policies, It has seriously hindered the construction and development of corporate culture. [3]
（2） Lack of long-term planning. The culture of a tobacco enterprise is largely the reaction of the will of its leaders. However, the term of office of enterprise leaders varies, and the requirements for the construction of enterprise culture are also different. The lack of long-term and effective scientific planning makes the construction of enterprise culture always unable to be in a state of sustainable development, which also greatly hinders the sustainable development and construction of enterprise culture.
（3） Work is a mere formality. Most tobacco enterprises still make superficial efforts to build the corporate culture. They only pay attention to putting up slogans, holding meetings, conducting training and other activities, and do not really implement the building of the corporate culture, which really goes deep into the psychology of every employee and manager. There is also a paralytic thought of "speaking important, doing secondary, busy not", which does not make the corporate culture play its due role.
（4） Lack of supervision mechanism. At present, most tobacco enterprises have only formulated the objectives and tasks of the development of corporate culture, lack of opinions and measures to implement and the institutional mechanism of supervision and inspection, lack of long-term supervision and scientific quantitative measures for the construction of corporate culture, so that the construction of corporate culture can not be carried out effectively, can not specify the objectives and tasks of the stage, can not track and supervise in time, and the effect of cultural construction is not strong.
（5） Features are not prominent. Many enterprise managers do not have a deep understanding of the construction of enterprise culture. Most of the time, they blindly copy the successful construction experience and practices of other enterprises, and do not combine the construction of their own enterprise culture with their own development goals, with the personal growth of employees, and with the internal characteristics of the enterprise, so that the construction of enterprise culture lacks characteristics and characteristics, resulting in the result of one thousand people, It is not conducive to the role of corporate culture.
3、 Ways to build enterprise culture
Building enterprise culture is a long-term systematic project, which involves all fields of enterprise development and construction. Enterprise managers should effectively raise awareness and formulate effective measures and long-term plans. At present, to solve the problem of corporate culture construction is to deal with the relationship between enterprise development and employee growth, so that enterprise development and employee growth can be synchronized, which is the focus and key to solve the problem of corporate culture construction. [4]
（1） Raise awareness. Managers of enterprises must fully understand the importance and significance of building enterprise culture, align the building of enterprise culture with the production and operation of enterprises, constantly increase capital investment and policy preference, constantly put the building of enterprise culture on the important agenda of enterprises, pay close attention to it, constantly increase publicity and education, and improve employees' participation and satisfaction in cultural construction.
（2） Attach importance to employee growth. Employees are part of the enterprise and the main force and important factor for the development of the enterprise. Therefore, without the growth of employees, it is difficult for the enterprise to develop, and without the progress of employees, it is difficult for the enterprise to grow. We should use effective ways and methods to combine the development of enterprises with the growth of employees, reform the salary system, establish a performance appraisal system, and establish a reward and punishment system. Through the establishment of outstanding employees, we should give play to the important role of corporate culture in condensing strength and encouraging morale, and provide spiritual impetus for the development of enterprises.
（3） Develop long-term plans. The construction of corporate culture can not be completed overnight. It must be achieved through the joint efforts of several generations and perseverance. Looking at those large enterprises, it is because of the deep cultural heritage that they can continuously condense the positive factors of employees and all aspects, constantly achieve rapid development, and be in an invincible position and occupy a favorable position in the increasingly fierce market competition.
（4） Innovative working methods. In the new era and new stage, the building of enterprise culture must keep pace with the times, be based on the actual needs of enterprise development and employee growth, constantly absorb and learn from excellent experience and good practices at home and abroad, eliminate the rough and extract the best for our own use, take a more popular form of work, actively promote employee participation, and further stimulate employees' initiative and creativity.
（5） Create characteristic culture. An excellent corporate culture is the best advertisement and the best brand. The reputation, achievements and charm of the enterprise need to be closely combined with the characteristics of the enterprise. It is not allowed to imitate others or copy them. It is necessary to carefully organize, carefully plan, based on its own characteristics, based on the future development goals of the enterprise, from the perspective of globalization, from the perspective of enterprise development and employee growth, and further enhance the attraction and cohesion of the enterprise culture.