Reflection on the development of Chinese corporate culture
One
Corporate culture refers to the sum of common sense, values, professional ethics, norms and norms formed by social practice under certain social and economic conditions and followed by all members. It is a company or an organization in its own development process. A unique cultural management model with value as the core. Corporate culture is the product of the integration of social culture and organizational management practices.
From the end of the 19th century to the beginning of this century, the industrialization of the West developed to the stage of the production of large machines and production lines. The main concern of business operators is the productivity and input-output ratio. Under this condition, Taylor’s science The management model and Weber's “strategy system” application led to a series of rational scientific management practices, but they are all based on the assumption of “rational economic man”, which believes that people's behavioral motives are to satisfy their own self-interest. The purpose of the work is to get financial rewards. Scientific management theory has had a profound impact on the company's efficiency in improving production and the industrialization process at the time. From the 1920s to the 1930s, the “Hawthorne Experiment” made people notice the influence of interpersonal relationships and informal groups in the organization on organizational benefits, and began to pay attention to the social needs of people including self-realization. This led to the emergence of a series of incentive theories. These theories emphasize the importance of interpersonal relationships in management. Based on human sociality, they put forward the hypothesis of replacing the "economic man" with the concept of "social people." The development of system theory and contingency theory in the 1950s and 1960s led to the “strategic fever” and “systematic fever” of Western organizations in the 1970s, that is, the focus shifted from internal management to strategic management, emphasizing organizational structure and system. Coordination and adaptability. In the early 1980s, with the rise of Japanese companies, people noticed the impact of cultural differences on business management, and then discovered the integration of social culture and organizational management - corporate culture, which is a certain stage of enterprise development, used by business leaders In the process of enterprise entrepreneurship, the values and business ideas formed by the new members of the education, and in this process, the value identification and behavior of all employees are integrated into a unified value system and code of conduct, thus forming a unique cultural management model. Promote the long-term development of the company with the power of culture. It can be seen that corporate culture is the product of the integration of social culture and organizational management practices. It is the theory of Western management theory after experiencing the assumptions of “economic man”, “social person”, “self-realizing person” and “complex person”. Another re-examination of the relationship between cultural values, business ideas, management processes and long-term organizational performance.
two
As early as the 1950s, some of the large state-owned enterprises in China had their own unique business concepts, such as the Angang Constitution and the Daqing Iron Man Spirit. Although they did not have the concept of corporate culture, they actually played The value function and integration function of corporate culture. Later, with the objective understanding of spiritual stimulation and the use of material incentives, people quickly awakened from the zirconium of spiritual control, and these "corporate cultures" gradually declined due to failure to adapt to changes in the times. From the late 1980s to the early 1990s, with the further deepening of China's reform and opening up, in the process of introducing foreign capital and introducing foreign advanced technology and management, corporate culture was introduced into China's enterprises as a management model. For a time, many companies have rushed to create a corporate culture, which has set off a corporate culture in the country. Some enterprises imitate some forms of foreign-funded enterprise management and corporate culture, such as engaging in literary and artistic activities, shouting slogans, uniform clothing, and unified logos. Some enterprises also directly invite advertising companies to do CI image design, which is considered to be shaping corporate culture. Although these are the general practices of shaping corporate culture, but because most companies ignore the connotation and foundation under these forms, it gives people a misleading, it seems that corporate culture is the cultural activities or corporate image design of enterprises. It was not until the mid-1990s that the corporate culture of China gradually cooled down, and many star companies that emerged in the corporate culture at that time also fell. What is the reason for this? In fact, during this period, some scholars expressed concern about problems arising in the process of corporate culture construction. They raised issues such as corporate culture theory and practice, and misunderstandings in corporate culture construction. However, these problems did not arise at the time. Adequate attention. Today, ten years later, when we look back and think calmly, it is not difficult to see the misunderstandings in the process of building Chinese corporate culture:
1 Focus on the form of corporate culture, ignoring the connotation of corporate culture The most prominent problem in the process of Chinese corporate culture construction is blindly pursuing the form of corporate culture, while ignoring the connotation of corporate culture. According to the hierarchy of corporate culture authority Aidega. Shain, the core of the corporate culture is the basic assumptions, followed by the value level, again the behavioral norms and behavioral aspects, and the most superficial is the performance of corporate culture. Ways, including various symbols, heroes, activities, etc. It can be seen that corporate culture activities and corporate CI image design are the expressions of corporate culture. Corporate culture is a set of unique value system that instills the basic values of the enterprise in the process of entrepreneurship and development into all employees. It is a set of unique values system that affects the market adaptation strategy and the internal conflicts. And the way of behavior, which permeates the basic assumptions, values and world views of human nature formed by entrepreneurs in the process of socialization, and also condenses the business philosophy of entrepreneurs collectively formed in the process of entrepreneurship. It is a relatively complete corporate culture to express these ideas and values through various activities and forms. If there is only a surface form and does not show intrinsic value and ideas, such corporate culture is meaningless and difficult to sustain, so it cannot The formation of cultural impetus will have a profound impact on the development of enterprises.
2 equating corporate culture with entrepreneurial spirit and separating corporate culture from corporate management Some entrepreneurs believe that corporate culture is to shape the corporate spirit or corporate Bible, but has little to do with corporate management. This understanding is very one-sided. Some scholars have pointed out that corporate culture is based on culture as a means of management. This kind of understanding has some truth. Because both enterprise organizations and business organizations belong to substantive organizations, they are different from the church's belief community. They are To evaluate according to the production and operation status and certain performance, the spiritual factors have an important role in the internal cohesion, enterprise production efficiency and enterprise development. However, this effect does not play a separate role. It is infiltrated into enterprise management. In the system, incentive mechanism, business strategy, and synergy. The business philosophy of the enterprise and the values of the enterprise are permeated in every link and whole process of the business operation and enterprise management, and are compatible with the changes of the enterprise environment, so it cannot be separated from the enterprise management.
3 Regarding corporate culture as the direct use of traditional culture in business management, the view is that corporate culture is to use culture to manage enterprises. For example, some entrepreneurs believe that Confucianism should be used to manage enterprises, and some entrepreneurs believe that they should use Laozi’s theory. To manage the business. These doctrines, as the representative of Chinese culture, are used to guide corporate management and business management concepts. It should be said to have Chinese characteristics, but the key to the problem lies in how to use traditional culture to grasp the psychology of contemporary people and grasp the rapidly changing market demand. Adjusting the incentives for Chinese employees to work, this requires finding the right entry point and identifying many of the specific contacts. For example, in traditional Chinese culture, emphasis is placed on family affiliation, dependence on power, empathy, heavy face, emphasis on people-oriented, knowledgeable use, etc. These cultural factors and traditional ideas are applied to enterprise management to create a full of emotions and harmonious coexistence. Cultural atmosphere, in this atmosphere to achieve the transcendence of humanity, to achieve the coexistence of people and society, the harmony between man and nature, this should be said to highlight the Chinese characteristics. However, the traditional Chinese culture is full of philosophical and speculative ideas. It can be said that when it is used to guide business management practices, it needs to be manipulated into specific codes of conduct and business ideas. In addition, there are many factors in Chinese traditional culture that are not conducive to enterprise innovation and enterprise development, such as contentment Changle, gunshots, etc. These are all hidden killers that inhibit enterprise innovation. In addition, human relations is the most important form of communication among Chinese people. Many entrepreneurs have long relied on the social network that is woven by human relationships, that is, social capital, instead of focusing on corporate innovation, and believe that this can also make money. In this way, it will gradually form a dependence on the relationship and weaken the innovation ability of the enterprise itself. The prevalence of this phenomenon certainly has its social reasons. However, with the further deepening of the system reform, the space for social capital expansion is becoming narrower and smaller. After joining the WTO, the rules of the game for market competition are becoming more and more standardized, and those who are relishing It is inevitable that enterprises that rely on social capital will be beaten and defeated. Therefore, it is not easy to distinguish between positive and negative factors in traditional culture. Corporate culture is not a reward for social culture, but a cultural atmosphere and cultural value to manage the enterprise, creating value for the enterprise and for the society.
4 Ignore the innovation and individualized corporate culture of the corporate culture is a unique management mode of the enterprise under a certain cultural background. It is the individualized performance of the enterprise. It is not a standard unified model, nor is it a slogan that caters to fashion. Looking at the corporate culture of many companies, all aspects are similar, but lack of distinctive personality and unique style. In fact, each company's development process is different. The composition of the company is different and the competitive pressures are different. Therefore, its strategy of responding to the environment and the way of handling internal conflicts will have their own characteristics and cannot be completely identical. Also belonging to Japanese culture, Sony's corporate culture emphasizes pioneering and innovation, Nissan's corporate culture emphasizes customer first; the same belongs to American culture, HP's corporate culture emphasizes adaptability to the market and the environment, and IBM's corporate culture emphasizes respect for people. Trust people and be good at using incentives. This shows that corporate culture is a unique cultural management model that is determined by considering various factors such as the company's own development stage, development goals, business strategy, and internal and external environment of the enterprise under a certain cultural background. Therefore, the form of corporate culture can be Standardized, but its focus is different, its value connotation and basic assumptions are different, and the type and intensity of corporate culture are also different, which is why it constitutes the individualized characteristics of corporate culture.
three
The reason why China's corporate culture development has entered the above four misunderstandings can be analyzed from three aspects:
First of all, from the economic base, the scale of China's enterprise development is still in the initial stage of industrialization. The reason why the corporate culture phenomenon has developed rapidly in the developed economies of Europe, America and Japan is related to the industrialization of the developed country's economy and the stage of post-industrialization. As a higher-level cultural management model, corporate culture requires the enterprise to develop to a certain scale and a certain stage, in order to integrate the original values and concepts into a unique management mode and management mode. It is hard to imagine that small workshops and roadside fast food restaurants can create a highly integrated and distinctive corporate culture. In fact, it is not necessary. Many excellent corporate cultures have emerged in large groups and large enterprises with certain strengths, because these enterprises have developed to a certain scale and need to be integrated with cultural values. Moreover, these enterprises have high-quality management, have a clear development direction, and have sufficient capital investment, so they have the ability to shape their own unique corporate culture, and such a corporate culture can also promote the development of the enterprise. Therefore, the development of China's corporate culture requires an economic foundation that is compatible with it. Enterprises must define their own development stage and development goals, rather than blindly pursue the form of building corporate culture.
On the other hand, there are also social reasons. Corporate culture and enterprise innovation seem to be the problems of the enterprise itself. However, how to grasp the development direction of corporate culture and how to promote the development of corporate culture, this involves social guidance, social support, social evaluation and social incentives. And many other social factors. What is the government's judgment on the status quo of corporate culture development, what are the expectations for the next development goals, and how to implement it? What is the specific development direction of Chinese corporate culture? The development process of corporate culture by government, society, enterprises and research institutions respectively What kind of role does it play, how to coordinate these aspects, and jointly promote the development of corporate culture, etc. These problems cannot be solved by simply guiding and shouting slogans. First of all, on the one hand, the government should strengthen institutional reforms and provide sufficient room for innovation in corporate culture. On the other hand, it is necessary to guide enterprises from the aspects of policy and public opinion to develop their own economic strength first. On the basis of creating a unique corporate culture, rather than blindly pursuing form and fashion. Second, the society should make an objective and fair evaluation of corporate culture through a certain evaluation mechanism, encourage the innovation of corporate culture, and promote corporate culture to contribute to the development of social culture. Third, research institutions and business consulting institutions should provide necessary technical support for the development of corporate culture, use scientific theories to guide the practice of corporate culture construction, so that corporate culture can better reflect the values of enterprises and be more personalized in their forms of expression. .
Moreover, the misunderstanding of entering the corporate culture reflects that our understanding of the essence of corporate culture and the internal mechanism of corporate culture is not deep enough. This is because in the process of building Chinese corporate culture, the corporate culture is directly introduced. Management form, but lack of careful and meticulous research on the connotation, essence and applicable conditions of corporate culture, resulting in the relationship between corporate culture and social culture, the relationship between corporate culture and corporate management, the surface form of corporate culture and the essence of corporate culture. There is a bias in the basic understanding of the relationship and other issues. Compared with the rapid development of the research on corporate culture theory in the 1980s and the application research in the 1990s, China's corporate culture research is very weak. This is reflected in the following: First, China's corporate culture research is still in a shallow stage. Although there are some studies on corporate culture, most of them are based on the introduction and discussion of the significance of corporate culture and the dialectical relationship between corporate culture and social culture, and enterprise innovation. There is a theoretical basis for qualitative research and normative empirical research. Secondly, the study of Chinese corporate culture lags behind the practice of Chinese corporate culture development. Many enterprises are mainly engaged in the internal exploration of corporate culture. Some of them have the involvement of experts and scholars and the corporate culture of participating in the seminar. No expert guidance. However, because many enterprises lack the long-term and in-depth systematic research on the internal logic of the development of corporate culture, the positioning of the corporate culture, and the change of corporate culture in the process of shaping corporate culture, many corporate culture practices lack the guidance of real scientific theory. Lack of personality, therefore, it is difficult to generate cultural impetus for the long-term development of enterprises.
four
Looking at the development process of foreign corporate culture and the problems arising in the development of Chinese corporate culture, facing the arrival of the 21st century and China's accession to the WTO, Chinese enterprises and China's economy are facing unprecedented challenges, Chinese enterprises and enterprises. Management is also facing a serious problem of integration with internationalization. It faces the fierce competition between enterprises in the same industry, and at the same time faces the challenges brought by the global economy and the Internet age. Under such circumstances, the innovation of corporate culture It has become an indispensable part of corporate innovation. To develop a corporate culture with Chinese characteristics, we need to grasp the development direction of Chinese corporate culture from both theoretical and practical aspects, strengthen the study of corporate culture, propose a corporate culture theory with Chinese characteristics, and strengthen the practice of corporate culture construction. Only in this way can the scientific and technological development of China adapt to the needs of reform and opening up and adapt to the modernization process of China. Specifically, we need to grasp the following three aspects:
First of all, to strengthen the study of corporate culture from the discovery of foreign corporate cultural phenomena to the rapid development of corporate culture research for 20 years, they are taking a combination of theoretical research and applied research, qualitative research and quantitative research. . In the mid-1980s, after discussing the concept and structure of corporate culture, it immediately transferred to the internal mechanism that played a role in corporate culture, as well as corporate culture and corporate leadership, organizational climate, human resources, corporate environment, corporate strategy and other enterprises. The study of the relationship between management processes, and then the quantitative tracking of the relationship between corporate culture and business performance. Quantitative research is based on the research of corporate culture theory, and proposes models for corporate culture measurement, diagnosis and evaluation, and then develops a series of scales to conduct an operational and quantitative research on corporate culture. The study of Chinese corporate culture in the 21st century should adhere to the principle of combining theoretical research with applied research, qualitative research and quantitative research, focusing on the following three aspects: First, in the context of Chinese culture, explore Chinese corporate culture. Basic theory, study the relationship between corporate culture and traditional Chinese culture and contemporary social culture, corporate culture and corporate management, corporate environment, corporate development and corporate innovation, etc., propose corporate culture theory with Chinese characteristics; Second, strengthen corporate culture Apply research, empirical research on the measurement, diagnosis, evaluation and consultation of corporate culture, in this process, promote the development of corporate culture practice; Third, strengthen the tracking research of corporate culture, the shaping of corporate culture is not a one-time work, It must make timely adjustments and changes with the development and changes of the enterprise in order to have a profound impact on the long-term development of the enterprise. Therefore, the value of tracking corporate culture cannot be underestimated.
Second, we must correctly handle the relationship between corporate culture and social culture. As a component of social culture, corporate culture is not only a microcosm of social and cultural changes, but also guides the market trend and leads the society through the ideas advocated by its new technologies and new products. Fashion, change people's way of life, change people's ideas, and thus inject new vitality into the development of social culture, enrich the connotation of social culture. One of the ways in which social culture influences corporate culture is through the carrier of entrepreneurs, which applies the basic assumptions, values, outlook on life and world outlook formed by human beings in long-term social life to the process of enterprise development and enterprise management. Unique, relatively stable codes of conduct, codes of conduct, cultural culture within the company, and cultural tastes of corporate products. This is an important form in which social culture permeates the operation of the market economy. An open, adaptable, and innovative corporate culture is clearly the source and foundation for most successful companies to continuously enterprising and innovate. This kind of corporate culture comes from the entrepreneur's grasp of the direction of social development. The influence of traditional culture and the profound understanding of the process of contemporary social and cultural changes are derived from the concepts and qualities that entrepreneurs have formed in the long-term social life. Without these deep accumulations in social life, it is more difficult to shape an excellent corporate culture and grasp its development. Another way in which social culture influences the development of corporate culture is the penetration of the market and the social environment. Different social cultures will influence people's choice of market value and adaptability to the market. Changes in social culture will also cause people's changes in value selection and adaptability to the market, affecting people's recognition of products and psychological needs. . For example, since the 1990s, the consumption concept of Chinese urban residents has changed from the original use value of the product itself to the strict treatment of product quality, paying more attention to the brand, after-sales service, environmental performance and upgrading of the product. Prospects, the personalization and diversification of products and services are increasingly popular. Therefore, when companies are shaping their own corporate culture and determining their business philosophy, they must grasp the trend of social and cultural changes, and make corresponding adjustments in the direction of product positioning, business strategy, and research and development of new products. Coordination and compatibility between management and social culture. On this basis, enterprises provide society with more than just a product, but also a culture.
Third, pay attention to the impact of corporate environmental changes on corporate culture development. The 21st century is a rapidly changing era. The enterprise environment includes the technical environment, human resources environment, financial environment, investment environment and market demand environment of the enterprise. This is the objective environment in which the development of the enterprise depends, which directly affects the short-term benefits and survival of the enterprise. In addition, there are policies, legal systems, social evaluations, fair competition, social credibility and other social development soft environments that are mainly controlled by human factors. The impact on corporate culture development seems to be more implicit and indirect, but in fact, the long-term business performance of enterprises. And the competitiveness of enterprises has a potential and profound impact. These environmental factors will present more complex connections and unimaginable changes in the 21st century. To be in an invincible position, enterprises must make timely adjustments in their development strategies, business strategies and management models. Corporate culture The connotation should also reflect the challenges and pressures brought about by the complexity and urgency of the environment. It must maintain a high degree of integration within the enterprise, and must have strong adaptability to the outside world, through the dominant values and business philosophy of the enterprise. The reform promotes the transformation of enterprise development strategy and business strategy, and makes corporate culture become the source of preservation and continuous breeding of enterprise innovation and enterprise development, thus forming corporate culture competitiveness.
Any management model has its applicable conditions and has its advantages and disadvantages. Corporate culture as a cultural management model is also true. The reason why the corporate culture phenomenon has attracted attention in the United States and Japan in the 1980s is a product of the economic and social development of Japan and the United States, and it is also closely related to the modernization process of the post-industrial stage of Western society. It represents the management of the West. A trend in theoretical development. Because the effectiveness of a management model cannot be separated from the development of production methods and social culture, it is necessary to correctly view the socio-economic conditions for the formation and development of foreign corporate culture. Do not simply affirm or deny a certain management model. The effectiveness, but should be placed in the transformation of Chinese traditional culture, combined with China's modernization process, can grasp the trend of Chinese corporate culture development.
In short, the development of China's corporate culture must be based on the background of Chinese culture, combined with China's corporate management practices and modernization process, but also draw on foreign theories and methods of corporate culture research, and build a socialist corporate culture with Chinese characteristics. .
references:
Wu Jianglin, Psychology Proceedings, Guangdong People's Publishing House, 1991 P 208
Xu Liancang, "Organizational Behavior", Central Radio and Television University, 1993, P 14-18
Guo Jijin, "Corporate Culture", Zhongshan University Press, 1995, P 22-29
Li Qi, “European Management Scholars See the Differences Between Chinese and Western Corporate Cultures”, “Reform”, 1999, Issue 2, P86-90
Chen Boqi's "Several Problems in the Theory and Practice of Corporate Culture", Hunan Social Sciences, No.6, 1990
P 77-79
Han Wei "Attention to Avoid Misunderstandings in the Construction of Corporate Culture", "China Industrial Economy", No. 7, 1996, P 42-46
Corporate culture refers to the sum of common sense, values, professional ethics, norms and norms formed by social practice under certain social and economic conditions and followed by all members. It is a company or an organization in its own development process. A unique cultural management model with value as the core. Corporate culture is the product of the integration of social culture and organizational management practices.
From the end of the 19th century to the beginning of this century, the industrialization of the West developed to the stage of the production of large machines and production lines. The main concern of business operators is the productivity and input-output ratio. Under this condition, Taylor’s science The management model and Weber's “strategy system” application led to a series of rational scientific management practices, but they are all based on the assumption of “rational economic man”, which believes that people's behavioral motives are to satisfy their own self-interest. The purpose of the work is to get financial rewards. Scientific management theory has had a profound impact on the company's efficiency in improving production and the industrialization process at the time. From the 1920s to the 1930s, the “Hawthorne Experiment” made people notice the influence of interpersonal relationships and informal groups in the organization on organizational benefits, and began to pay attention to the social needs of people including self-realization. This led to the emergence of a series of incentive theories. These theories emphasize the importance of interpersonal relationships in management. Based on human sociality, they put forward the hypothesis of replacing the "economic man" with the concept of "social people." The development of system theory and contingency theory in the 1950s and 1960s led to the “strategic fever” and “systematic fever” of Western organizations in the 1970s, that is, the focus shifted from internal management to strategic management, emphasizing organizational structure and system. Coordination and adaptability. In the early 1980s, with the rise of Japanese companies, people noticed the impact of cultural differences on business management, and then discovered the integration of social culture and organizational management - corporate culture, which is a certain stage of enterprise development, used by business leaders In the process of enterprise entrepreneurship, the values and business ideas formed by the new members of the education, and in this process, the value identification and behavior of all employees are integrated into a unified value system and code of conduct, thus forming a unique cultural management model. Promote the long-term development of the company with the power of culture. It can be seen that corporate culture is the product of the integration of social culture and organizational management practices. It is the theory of Western management theory after experiencing the assumptions of “economic man”, “social person”, “self-realizing person” and “complex person”. Another re-examination of the relationship between cultural values, business ideas, management processes and long-term organizational performance.
two
As early as the 1950s, some of the large state-owned enterprises in China had their own unique business concepts, such as the Angang Constitution and the Daqing Iron Man Spirit. Although they did not have the concept of corporate culture, they actually played The value function and integration function of corporate culture. Later, with the objective understanding of spiritual stimulation and the use of material incentives, people quickly awakened from the zirconium of spiritual control, and these "corporate cultures" gradually declined due to failure to adapt to changes in the times. From the late 1980s to the early 1990s, with the further deepening of China's reform and opening up, in the process of introducing foreign capital and introducing foreign advanced technology and management, corporate culture was introduced into China's enterprises as a management model. For a time, many companies have rushed to create a corporate culture, which has set off a corporate culture in the country. Some enterprises imitate some forms of foreign-funded enterprise management and corporate culture, such as engaging in literary and artistic activities, shouting slogans, uniform clothing, and unified logos. Some enterprises also directly invite advertising companies to do CI image design, which is considered to be shaping corporate culture. Although these are the general practices of shaping corporate culture, but because most companies ignore the connotation and foundation under these forms, it gives people a misleading, it seems that corporate culture is the cultural activities or corporate image design of enterprises. It was not until the mid-1990s that the corporate culture of China gradually cooled down, and many star companies that emerged in the corporate culture at that time also fell. What is the reason for this? In fact, during this period, some scholars expressed concern about problems arising in the process of corporate culture construction. They raised issues such as corporate culture theory and practice, and misunderstandings in corporate culture construction. However, these problems did not arise at the time. Adequate attention. Today, ten years later, when we look back and think calmly, it is not difficult to see the misunderstandings in the process of building Chinese corporate culture:
1 Focus on the form of corporate culture, ignoring the connotation of corporate culture The most prominent problem in the process of Chinese corporate culture construction is blindly pursuing the form of corporate culture, while ignoring the connotation of corporate culture. According to the hierarchy of corporate culture authority Aidega. Shain, the core of the corporate culture is the basic assumptions, followed by the value level, again the behavioral norms and behavioral aspects, and the most superficial is the performance of corporate culture. Ways, including various symbols, heroes, activities, etc. It can be seen that corporate culture activities and corporate CI image design are the expressions of corporate culture. Corporate culture is a set of unique value system that instills the basic values of the enterprise in the process of entrepreneurship and development into all employees. It is a set of unique values system that affects the market adaptation strategy and the internal conflicts. And the way of behavior, which permeates the basic assumptions, values and world views of human nature formed by entrepreneurs in the process of socialization, and also condenses the business philosophy of entrepreneurs collectively formed in the process of entrepreneurship. It is a relatively complete corporate culture to express these ideas and values through various activities and forms. If there is only a surface form and does not show intrinsic value and ideas, such corporate culture is meaningless and difficult to sustain, so it cannot The formation of cultural impetus will have a profound impact on the development of enterprises.
2 equating corporate culture with entrepreneurial spirit and separating corporate culture from corporate management Some entrepreneurs believe that corporate culture is to shape the corporate spirit or corporate Bible, but has little to do with corporate management. This understanding is very one-sided. Some scholars have pointed out that corporate culture is based on culture as a means of management. This kind of understanding has some truth. Because both enterprise organizations and business organizations belong to substantive organizations, they are different from the church's belief community. They are To evaluate according to the production and operation status and certain performance, the spiritual factors have an important role in the internal cohesion, enterprise production efficiency and enterprise development. However, this effect does not play a separate role. It is infiltrated into enterprise management. In the system, incentive mechanism, business strategy, and synergy. The business philosophy of the enterprise and the values of the enterprise are permeated in every link and whole process of the business operation and enterprise management, and are compatible with the changes of the enterprise environment, so it cannot be separated from the enterprise management.
3 Regarding corporate culture as the direct use of traditional culture in business management, the view is that corporate culture is to use culture to manage enterprises. For example, some entrepreneurs believe that Confucianism should be used to manage enterprises, and some entrepreneurs believe that they should use Laozi’s theory. To manage the business. These doctrines, as the representative of Chinese culture, are used to guide corporate management and business management concepts. It should be said to have Chinese characteristics, but the key to the problem lies in how to use traditional culture to grasp the psychology of contemporary people and grasp the rapidly changing market demand. Adjusting the incentives for Chinese employees to work, this requires finding the right entry point and identifying many of the specific contacts. For example, in traditional Chinese culture, emphasis is placed on family affiliation, dependence on power, empathy, heavy face, emphasis on people-oriented, knowledgeable use, etc. These cultural factors and traditional ideas are applied to enterprise management to create a full of emotions and harmonious coexistence. Cultural atmosphere, in this atmosphere to achieve the transcendence of humanity, to achieve the coexistence of people and society, the harmony between man and nature, this should be said to highlight the Chinese characteristics. However, the traditional Chinese culture is full of philosophical and speculative ideas. It can be said that when it is used to guide business management practices, it needs to be manipulated into specific codes of conduct and business ideas. In addition, there are many factors in Chinese traditional culture that are not conducive to enterprise innovation and enterprise development, such as contentment Changle, gunshots, etc. These are all hidden killers that inhibit enterprise innovation. In addition, human relations is the most important form of communication among Chinese people. Many entrepreneurs have long relied on the social network that is woven by human relationships, that is, social capital, instead of focusing on corporate innovation, and believe that this can also make money. In this way, it will gradually form a dependence on the relationship and weaken the innovation ability of the enterprise itself. The prevalence of this phenomenon certainly has its social reasons. However, with the further deepening of the system reform, the space for social capital expansion is becoming narrower and smaller. After joining the WTO, the rules of the game for market competition are becoming more and more standardized, and those who are relishing It is inevitable that enterprises that rely on social capital will be beaten and defeated. Therefore, it is not easy to distinguish between positive and negative factors in traditional culture. Corporate culture is not a reward for social culture, but a cultural atmosphere and cultural value to manage the enterprise, creating value for the enterprise and for the society.
4 Ignore the innovation and individualized corporate culture of the corporate culture is a unique management mode of the enterprise under a certain cultural background. It is the individualized performance of the enterprise. It is not a standard unified model, nor is it a slogan that caters to fashion. Looking at the corporate culture of many companies, all aspects are similar, but lack of distinctive personality and unique style. In fact, each company's development process is different. The composition of the company is different and the competitive pressures are different. Therefore, its strategy of responding to the environment and the way of handling internal conflicts will have their own characteristics and cannot be completely identical. Also belonging to Japanese culture, Sony's corporate culture emphasizes pioneering and innovation, Nissan's corporate culture emphasizes customer first; the same belongs to American culture, HP's corporate culture emphasizes adaptability to the market and the environment, and IBM's corporate culture emphasizes respect for people. Trust people and be good at using incentives. This shows that corporate culture is a unique cultural management model that is determined by considering various factors such as the company's own development stage, development goals, business strategy, and internal and external environment of the enterprise under a certain cultural background. Therefore, the form of corporate culture can be Standardized, but its focus is different, its value connotation and basic assumptions are different, and the type and intensity of corporate culture are also different, which is why it constitutes the individualized characteristics of corporate culture.
three
The reason why China's corporate culture development has entered the above four misunderstandings can be analyzed from three aspects:
First of all, from the economic base, the scale of China's enterprise development is still in the initial stage of industrialization. The reason why the corporate culture phenomenon has developed rapidly in the developed economies of Europe, America and Japan is related to the industrialization of the developed country's economy and the stage of post-industrialization. As a higher-level cultural management model, corporate culture requires the enterprise to develop to a certain scale and a certain stage, in order to integrate the original values and concepts into a unique management mode and management mode. It is hard to imagine that small workshops and roadside fast food restaurants can create a highly integrated and distinctive corporate culture. In fact, it is not necessary. Many excellent corporate cultures have emerged in large groups and large enterprises with certain strengths, because these enterprises have developed to a certain scale and need to be integrated with cultural values. Moreover, these enterprises have high-quality management, have a clear development direction, and have sufficient capital investment, so they have the ability to shape their own unique corporate culture, and such a corporate culture can also promote the development of the enterprise. Therefore, the development of China's corporate culture requires an economic foundation that is compatible with it. Enterprises must define their own development stage and development goals, rather than blindly pursue the form of building corporate culture.
On the other hand, there are also social reasons. Corporate culture and enterprise innovation seem to be the problems of the enterprise itself. However, how to grasp the development direction of corporate culture and how to promote the development of corporate culture, this involves social guidance, social support, social evaluation and social incentives. And many other social factors. What is the government's judgment on the status quo of corporate culture development, what are the expectations for the next development goals, and how to implement it? What is the specific development direction of Chinese corporate culture? The development process of corporate culture by government, society, enterprises and research institutions respectively What kind of role does it play, how to coordinate these aspects, and jointly promote the development of corporate culture, etc. These problems cannot be solved by simply guiding and shouting slogans. First of all, on the one hand, the government should strengthen institutional reforms and provide sufficient room for innovation in corporate culture. On the other hand, it is necessary to guide enterprises from the aspects of policy and public opinion to develop their own economic strength first. On the basis of creating a unique corporate culture, rather than blindly pursuing form and fashion. Second, the society should make an objective and fair evaluation of corporate culture through a certain evaluation mechanism, encourage the innovation of corporate culture, and promote corporate culture to contribute to the development of social culture. Third, research institutions and business consulting institutions should provide necessary technical support for the development of corporate culture, use scientific theories to guide the practice of corporate culture construction, so that corporate culture can better reflect the values of enterprises and be more personalized in their forms of expression. .
Moreover, the misunderstanding of entering the corporate culture reflects that our understanding of the essence of corporate culture and the internal mechanism of corporate culture is not deep enough. This is because in the process of building Chinese corporate culture, the corporate culture is directly introduced. Management form, but lack of careful and meticulous research on the connotation, essence and applicable conditions of corporate culture, resulting in the relationship between corporate culture and social culture, the relationship between corporate culture and corporate management, the surface form of corporate culture and the essence of corporate culture. There is a bias in the basic understanding of the relationship and other issues. Compared with the rapid development of the research on corporate culture theory in the 1980s and the application research in the 1990s, China's corporate culture research is very weak. This is reflected in the following: First, China's corporate culture research is still in a shallow stage. Although there are some studies on corporate culture, most of them are based on the introduction and discussion of the significance of corporate culture and the dialectical relationship between corporate culture and social culture, and enterprise innovation. There is a theoretical basis for qualitative research and normative empirical research. Secondly, the study of Chinese corporate culture lags behind the practice of Chinese corporate culture development. Many enterprises are mainly engaged in the internal exploration of corporate culture. Some of them have the involvement of experts and scholars and the corporate culture of participating in the seminar. No expert guidance. However, because many enterprises lack the long-term and in-depth systematic research on the internal logic of the development of corporate culture, the positioning of the corporate culture, and the change of corporate culture in the process of shaping corporate culture, many corporate culture practices lack the guidance of real scientific theory. Lack of personality, therefore, it is difficult to generate cultural impetus for the long-term development of enterprises.
four
Looking at the development process of foreign corporate culture and the problems arising in the development of Chinese corporate culture, facing the arrival of the 21st century and China's accession to the WTO, Chinese enterprises and China's economy are facing unprecedented challenges, Chinese enterprises and enterprises. Management is also facing a serious problem of integration with internationalization. It faces the fierce competition between enterprises in the same industry, and at the same time faces the challenges brought by the global economy and the Internet age. Under such circumstances, the innovation of corporate culture It has become an indispensable part of corporate innovation. To develop a corporate culture with Chinese characteristics, we need to grasp the development direction of Chinese corporate culture from both theoretical and practical aspects, strengthen the study of corporate culture, propose a corporate culture theory with Chinese characteristics, and strengthen the practice of corporate culture construction. Only in this way can the scientific and technological development of China adapt to the needs of reform and opening up and adapt to the modernization process of China. Specifically, we need to grasp the following three aspects:
First of all, to strengthen the study of corporate culture from the discovery of foreign corporate cultural phenomena to the rapid development of corporate culture research for 20 years, they are taking a combination of theoretical research and applied research, qualitative research and quantitative research. . In the mid-1980s, after discussing the concept and structure of corporate culture, it immediately transferred to the internal mechanism that played a role in corporate culture, as well as corporate culture and corporate leadership, organizational climate, human resources, corporate environment, corporate strategy and other enterprises. The study of the relationship between management processes, and then the quantitative tracking of the relationship between corporate culture and business performance. Quantitative research is based on the research of corporate culture theory, and proposes models for corporate culture measurement, diagnosis and evaluation, and then develops a series of scales to conduct an operational and quantitative research on corporate culture. The study of Chinese corporate culture in the 21st century should adhere to the principle of combining theoretical research with applied research, qualitative research and quantitative research, focusing on the following three aspects: First, in the context of Chinese culture, explore Chinese corporate culture. Basic theory, study the relationship between corporate culture and traditional Chinese culture and contemporary social culture, corporate culture and corporate management, corporate environment, corporate development and corporate innovation, etc., propose corporate culture theory with Chinese characteristics; Second, strengthen corporate culture Apply research, empirical research on the measurement, diagnosis, evaluation and consultation of corporate culture, in this process, promote the development of corporate culture practice; Third, strengthen the tracking research of corporate culture, the shaping of corporate culture is not a one-time work, It must make timely adjustments and changes with the development and changes of the enterprise in order to have a profound impact on the long-term development of the enterprise. Therefore, the value of tracking corporate culture cannot be underestimated.
Second, we must correctly handle the relationship between corporate culture and social culture. As a component of social culture, corporate culture is not only a microcosm of social and cultural changes, but also guides the market trend and leads the society through the ideas advocated by its new technologies and new products. Fashion, change people's way of life, change people's ideas, and thus inject new vitality into the development of social culture, enrich the connotation of social culture. One of the ways in which social culture influences corporate culture is through the carrier of entrepreneurs, which applies the basic assumptions, values, outlook on life and world outlook formed by human beings in long-term social life to the process of enterprise development and enterprise management. Unique, relatively stable codes of conduct, codes of conduct, cultural culture within the company, and cultural tastes of corporate products. This is an important form in which social culture permeates the operation of the market economy. An open, adaptable, and innovative corporate culture is clearly the source and foundation for most successful companies to continuously enterprising and innovate. This kind of corporate culture comes from the entrepreneur's grasp of the direction of social development. The influence of traditional culture and the profound understanding of the process of contemporary social and cultural changes are derived from the concepts and qualities that entrepreneurs have formed in the long-term social life. Without these deep accumulations in social life, it is more difficult to shape an excellent corporate culture and grasp its development. Another way in which social culture influences the development of corporate culture is the penetration of the market and the social environment. Different social cultures will influence people's choice of market value and adaptability to the market. Changes in social culture will also cause people's changes in value selection and adaptability to the market, affecting people's recognition of products and psychological needs. . For example, since the 1990s, the consumption concept of Chinese urban residents has changed from the original use value of the product itself to the strict treatment of product quality, paying more attention to the brand, after-sales service, environmental performance and upgrading of the product. Prospects, the personalization and diversification of products and services are increasingly popular. Therefore, when companies are shaping their own corporate culture and determining their business philosophy, they must grasp the trend of social and cultural changes, and make corresponding adjustments in the direction of product positioning, business strategy, and research and development of new products. Coordination and compatibility between management and social culture. On this basis, enterprises provide society with more than just a product, but also a culture.
Third, pay attention to the impact of corporate environmental changes on corporate culture development. The 21st century is a rapidly changing era. The enterprise environment includes the technical environment, human resources environment, financial environment, investment environment and market demand environment of the enterprise. This is the objective environment in which the development of the enterprise depends, which directly affects the short-term benefits and survival of the enterprise. In addition, there are policies, legal systems, social evaluations, fair competition, social credibility and other social development soft environments that are mainly controlled by human factors. The impact on corporate culture development seems to be more implicit and indirect, but in fact, the long-term business performance of enterprises. And the competitiveness of enterprises has a potential and profound impact. These environmental factors will present more complex connections and unimaginable changes in the 21st century. To be in an invincible position, enterprises must make timely adjustments in their development strategies, business strategies and management models. Corporate culture The connotation should also reflect the challenges and pressures brought about by the complexity and urgency of the environment. It must maintain a high degree of integration within the enterprise, and must have strong adaptability to the outside world, through the dominant values and business philosophy of the enterprise. The reform promotes the transformation of enterprise development strategy and business strategy, and makes corporate culture become the source of preservation and continuous breeding of enterprise innovation and enterprise development, thus forming corporate culture competitiveness.
Any management model has its applicable conditions and has its advantages and disadvantages. Corporate culture as a cultural management model is also true. The reason why the corporate culture phenomenon has attracted attention in the United States and Japan in the 1980s is a product of the economic and social development of Japan and the United States, and it is also closely related to the modernization process of the post-industrial stage of Western society. It represents the management of the West. A trend in theoretical development. Because the effectiveness of a management model cannot be separated from the development of production methods and social culture, it is necessary to correctly view the socio-economic conditions for the formation and development of foreign corporate culture. Do not simply affirm or deny a certain management model. The effectiveness, but should be placed in the transformation of Chinese traditional culture, combined with China's modernization process, can grasp the trend of Chinese corporate culture development.
In short, the development of China's corporate culture must be based on the background of Chinese culture, combined with China's corporate management practices and modernization process, but also draw on foreign theories and methods of corporate culture research, and build a socialist corporate culture with Chinese characteristics. .
references:
Wu Jianglin, Psychology Proceedings, Guangdong People's Publishing House, 1991 P 208
Xu Liancang, "Organizational Behavior", Central Radio and Television University, 1993, P 14-18
Guo Jijin, "Corporate Culture", Zhongshan University Press, 1995, P 22-29
Li Qi, “European Management Scholars See the Differences Between Chinese and Western Corporate Cultures”, “Reform”, 1999, Issue 2, P86-90
Chen Boqi's "Several Problems in the Theory and Practice of Corporate Culture", Hunan Social Sciences, No.6, 1990
P 77-79
Han Wei "Attention to Avoid Misunderstandings in the Construction of Corporate Culture", "China Industrial Economy", No. 7, 1996, P 42-46
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