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中小企业文化建设现状分析

时间:2022-07-27 来源:未知 编辑:梦想论文 阅读:
One、 Current situation of cultural construction of small and medium-sized enterprises in China
 
 
 
With the accelerating process of economic globalization, while the Internet brings us opportunities, it also has an impact on the development of large-scale enterprises. Small and medium-sized enterprises with low cost and rapid response will be the key driving force to drive the development of the national economy and create employment. In recent years, some small and medium-sized enterprises have realized that the construction of enterprise culture is to establish the code of conduct, basic beliefs and common cognition that all employees consciously abide by in line with the characteristics of the enterprise. In fact, this is a process of sublating and reshaping the enterprise culture, which is also the most difficult step. Some small and medium-sized enterprises have begun to use the enterprise values, business philosophy and enterprise spirit that keep pace with the times to achieve a foothold in the market, face competition, people-oriented and pay attention to people's all-round development. But these are only in the initial stage. It is mainly manifested in the lack of experience, shortsightedness, eagerness for quick success and instant benefit, and the pursuit of form of leaders. Therefore, it is urgent to build the culture of small and medium-sized enterprises.
 
 
 
Two、 Problems in the cultural construction of small and medium-sized enterprises in China
 
1. Cultural construction is eager for success
 
At present, we have entered the era of knowledge economy dominated by intangible assets investment. As a key factor in building the core competitiveness of enterprises, the construction of corporate culture is a systematic and complex process. However, some small and medium-sized enterprises' understanding of corporate culture is still in the fuzzy stage, and they do not fully recognize the important role of corporate culture for small and medium-sized enterprises to occupy a place in the market. Some even ignore the sustainable development of enterprises and form values that deviate from the enterprise spirit for the sake of small profits at present. Then, these enterprises can only go downhill until they are eliminated by the market.
 
2. Lack of courage to change and innovation consciousness
 
Small and medium-sized enterprises rely too much on the long-standing traditional culture, which will hinder the long-term development and progress of small and medium-sized enterprises in China. Corporate culture is the essence precipitated in the long-term development of the enterprise, but if it remains unchanged without combining the characteristics of the times and the characteristics of the enterprise, it will be a "stagnant water". Only by minimizing the risk of change can we see an enterprise with a unique corporate culture.
 
In addition, many small and medium-sized enterprises in China lack the spirit of innovation in the process of building corporate culture, but blindly imitate and copy, which is not in line with the current situation of the enterprise, making the corporate culture lack of diversity. In the framework of clarkhon stotberg, there are six cultural dimensions: the relationship with the environment, time orientation, human nature, activity orientation, responsibility center and space concept. Small and medium-sized enterprises in China can inherit their own fine traditional culture, dialectically learn the excellent corporate culture of other enterprises, and then start from these six cultural dimensions to innovate a better corporate culture suitable for their own enterprises.
 
3. There are multiple enterprise values
 
Enterprise values are the core of the culture of small and medium-sized enterprises. However, due to the different education level, growth environment and ideal pursuit of company members, everyone's values are also different, which will imperceptibly affect the values of the whole small and medium-sized enterprises. In addition, managers pay attention to different perspectives of enterprise development, which may also lead to multiple enterprise values. For example, the existence of cronyism, luxury and pleasure, and contempt for talents in small and medium-sized enterprises will produce multiple values. However, multiple enterprise values will not form effective constraints on employees, which is also very detrimental to the long-term development of small and medium-sized enterprises.
 
4. The quality of managers needs to be improved
 
Today, with the rapid development of economy, great changes have taken place in the concept of management and cultural construction. However, many small and medium-sized entrepreneurs, especially managers who have not received professional skills training, do not have entrepreneurship. In the process of enterprise development, they are not aware of the important role of cultural construction in improving the core competitiveness of enterprises. They only make an article on the surface, become a mere formality, and only rely on a few gatherings Collective activities such as tourism are ineffective. Secondly, some self-made leaders, while paying attention to interests, ignore the social responsibility of enterprises, and think that corporate culture is a very empty thing, which is what large enterprises should start to do. In this way, due to the limitation of the professional quality of leaders, the cultural construction can not be fully implemented, and it is difficult to win the hearts of employees.

Three、 Suggestions and Countermeasures for the cultural construction of small and medium-sized enterprises in China
 
1. Integrate enterprise values
 
After the formation of enterprise values, whether they can be integrated with the personal values of employees is the primary consideration. Enterprise leaders can make the enterprise values known to employees in various forms such as symposiums, knowledge competitions, publicity panels, etc. in their daily work, and regulate and influence the behavior of employees through the articles of Association and various rules and regulations, so that they unknowingly agree with the enterprise values, Work hard for the common vision of the enterprise. Due to the limitation of the number and scale of employees in small and medium-sized enterprises, the integration of enterprise values is particularly important, and the construction of enterprise culture is on the right track.
 
2. Build a team of gold medal leaders
 
The decision-making of leaders is related to the development of enterprises. In the process of cultural construction of small and medium-sized enterprises, we need service-oriented leaders, leaders with professional management knowledge and long-term vision, and leaders who are good at innovation and keep pace with the times. A gold medal leader team can predict the future of the enterprise, and also realize that the biggest competitor of small and medium-sized enterprises is the enterprise itself, and the characteristic enterprise culture, as an important tool to defeat other enterprises, should attract the attention of the leadership. In the final analysis, the competition between enterprises is the competition of talents. We should hire professional managers with high salaries to carry out cultural construction and put it on the agenda. Because in the face of the current high-intensity work of white-collar workers, gradually what they pursue is no longer a high salary, but an excellent corporate culture.
 
3. The government should strengthen support for small and medium-sized enterprises
 
The development of many small and medium-sized enterprises is under the wing of large enterprises. They lack necessary guidance and a full understanding of corporate culture construction and social responsibility. They always think that it is the business of large enterprises. Almost all the energy of small and medium-sized enterprises is used for the production, publicity and sales of products. Cultural construction requires costs. If there are difficulties in operation, they may not give priority to the construction of corporate culture. If the government adopts a series of policy support for small and medium-sized enterprises in this process, the situation will improve.

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