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我国的企业文化管理分析

时间:2022-08-02 来源:未知 编辑:梦想论文 阅读:
Abstract: in today's society, with the development of the global economy and the intensification of market competition, in the market economy, enterprises, as the main body of the market economy, must strengthen their comprehensive strength in order to be invincible. Among them, corporate culture, as the soft power of enterprises, has a significant impact on the development of enterprises. In China, with the reform and opening up and the promotion of market economy, all enterprises gradually realize the importance of strengthening corporate culture management.
 
Key words: the importance of corporate culture management issues and Countermeasures corporate culture refers to the values with the characteristics of the enterprise that are gradually formed in a series of political, economic and cultural practical activities, and are recognized and observed by all employees. It mainly includes business principles, business style, enterprise spirit, ethics and development goals. At the same time, corporate culture also refers to the cultural concepts, historical traditions, common values, codes of conduct and other corporate ideologies formed by enterprises in a long period of time. The leaders of enterprises apply the function of culture to enterprises to solve the problems in modern enterprise management, which produces enterprise culture management.
 
1、 The importance of corporate culture management
 
First, the importance of spiritual and behavioral culture management in corporate culture to enterprises. At present, the enterprise spirit and behavior culture in enterprise culture are mainly composed of enterprise spirit, enterprise values, enterprise purpose, enterprise philosophy, enterprise development goals and enterprise theory. The role of spiritual and behavioral culture in corporate culture in modern enterprise management is mainly carried out in a subtle way. Under the long-term influence of the spirit of corporate culture and behavioral culture management, enterprise employees will gradually form a unified development understanding and values. At the same time, under the influence of this cultural environment, enterprise employees can easily have a unified understanding of the rules and regulations of the enterprise. Therefore, it will play the most fundamental role in modern enterprise management.
 
Second, the importance of institutional culture management in corporate culture to enterprises. The importance of institutional culture management to enterprises is mainly manifested in three aspects. First, the construction of institutional culture plays an important role in realizing enterprise value. Under the guidance of the unified values of the enterprise, different functional departments should put forward business ideas that meet the requirements of their roles, so as to ensure the strategic realization of enterprise values or missions. Second, the establishment of institutional culture plays a key role in the sublimation of enterprise institutional management. When the connotation of the system is not recognized by employees' psychology, it is only an external constraint on employees; Without supervision, workers may not be able to do as required, so in fact, the ready-made service is very high. Third, corporate culture management plays an important role in enterprises' participation in market competition. To strengthen the construction of enterprise system culture is to establish rules and regulations, improve management, effectively implement the wishes of managers, and institutionalize and standardize the enterprise philosophy and code of conduct, so as to ensure the orderly development of enterprise management activities.
 
2、 Problems in corporate culture management
 
In China, enterprises can be divided into private enterprises and state-owned enterprises. Due to the different backgrounds of establishment and development, private enterprises and state-owned enterprises have different cultural management problems.
 
The main problems of private enterprise culture management include two aspects. First of all, the "fine culture" of private enterprises is a typical culture of private enterprises. The basis of fines is based on the words of the boss, not to mention the legal system. Many private enterprises have not yet moved from experience management to system management, let alone cultural management. At the same time, family management is another major problem of corporate culture management in private enterprises. Many private enterprises are family enterprises. When carrying out corporate culture management, it will involve the dismissal of some family members, who may also be relatives who fight together. The complicated interpersonal relationship will make the enterprise culture management fall into the network of continuous cutting and confusion.

The main problems of the corporate culture of state-owned enterprises. In China, the political ideology of state-owned enterprises is deeply rooted in the view of corporate culture, which makes the management of corporate culture in vain. The most fundamental purpose of the existence of enterprises is the survival and development of enterprises. Enterprises must pursue the maximum profit, which is centered on economic interests, while the work of the party and the league is centered on the goal of political work. The fundamental goals of the two are different. If an enterprise lists political and ideological work in the core values of the enterprise culture and takes some policies advocated by the government as the content of the enterprise culture, this kind of enterprise culture is not in line with the law of the development of Taiwan enterprises in essence. It cannot be a core value system for all employees of the enterprise, nor can it become a spiritual criterion to guide the behavior of the enterprise. The corporate culture slogan of state-owned enterprises we see is nothing more than the following: "unity, endeavor, innovation, progress, pragmatism and people-oriented". This stereotyped slogan concept has no corporate personality. It is universally applicable. This corporate culture is impossible for employees to reach a consensus, let alone use culture to influence, drive and motivate employees to work for a common goal.
 
3、 Countermeasures of enterprise culture management
 
First, enterprises should implement the basic principles of cultural management. From the experience of many successful enterprises, the principles that corporate culture management should follow include five points. First, there should be clear and noble management objectives - objective principles; Second, we should establish common values -- value principles; Third, there should be a harmonious and consistent enterprise atmosphere - the principle of intimacy; Fourth, we should concentrate the wisdom of all staff - the principle of participation: fifth, we should pursue excellence and climb the peak forever - the principle of excellence.
 
Second, enterprises should actively seek ways of cultural management. There are many ways of corporate culture management, and there is no strict model to follow. From the experience of successful enterprises, it is generally carried out in two ways: first, to create and establish an excellent corporate culture, so that it can be shown in every employee as much as possible, so that the enterprise as a whole is representative; The second is to put the management of corporate culture in various internal public relations activities, and form a distinctive management mode after long-term unremitting efforts.
 
Third, enterprises should follow the main steps of cultural management. Corporate culture management can neither be eager for success, nor copy. Corporate culture management can be roughly divided into six steps. First, comprehensively collect data, systematically analyze the ready-made culture of the enterprise, self diagnose, and clarify whether it is unique to the enterprise, that is, whether it belongs to the category of corporate culture. Second, clarify the basic objectives of corporate culture management. Third, organize and specify the management objectives. Fourth, based on the existing corporate culture and according to the characteristics of the enterprise, design a cultural management system. Fifth, through various activities, publicize and advocate corporate culture. Sixth, in different stages of enterprise development, we should constantly reshape, update, optimize and develop enterprise culture.
 
4、 Concluding remarks
 
Corporate culture is the spiritual pillar of an enterprise's survival and development. The management of corporate culture has an important impact on the survival and development of an enterprise. In the increasingly competitive market economy, an enterprise can improve its comprehensive strength and competitiveness only by strengthening the management of enterprise culture. Therefore, both private enterprises and state-owned enterprises should actively explore effective ways of corporate culture management to improve the strength and reputation of enterprises.
 
reference:
 
[1] Zhu Huiye. Corporate culture management: the way of evolution of Chinese enterprises [m] China Machine Press, July 2011
 
[2] Chenchunhua. Enterprise culture management [m]. South China University of Technology Press, 2002.5
 
[3] Chen Hongwei Corporate culture management elements and their role in corporate performance [m] China finance and Economics Press, 2010.5
 
[4] Dongjianfeng, Xiao Liyan. On corporate culture management [j]. scientific and technological information (Academic Edition), 2007 (4)
 
[5] Chu Wanxia, Li Xiaoning. On enterprise culture management and enterprise development [j]. Journal of Ningxia Normal University. 2007,28 (5)
 
[6] Liu Chang. On the importance of corporate culture management in the new era [j]. commodity and quality: Academic observation. 2011 (9)

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