How to actively and effectively see the construction of corporate culture and promote the work of ci

Culture should be carried by people, and people are the first element of cultural generation and bearing. The people in the corporate culture not only refer to entrepreneurs and managers, but also reflect all employees of the enterprise. In the construction of corporate culture, we should emphasize caring for people, respecting people, understanding people and trusting people.

The formation of enterprise group consciousness is, first of all, that all members of the enterprise have common values and consistent goals, so as to form a centripetal force and become a whole with combat effectiveness.

How to do the construction of corporate culture.

The cultural concept of some units is designed to attract attention and shock, but the behavior of enterprises and employees is very "outdated", which is not related to the concept advocated, and there is a serious deviation from the concept of corporate culture and behavior. Corporate culture has become a slogan of "talking about it, writing it on paper, sticking it on the wall, and blowing it off the ground when the wind blows". Corporate culture: Establish decoration culture.

First, whether the cultural concept can be implemented. The cultural concept of the enterprise is summarized and extracted from the history, current situation and future development trend of the enterprise. Rather than relying on a few people to think hard to plan, it must be combined with the actual situation of the enterprise, with the characteristics of the enterprise, neither can be ambitious, rhetorical, nor conservative, lack of innovation, but also can not copy other enterprises, which is the basic premise of the implementation of corporate culture.

Second, who will carry it out. On the surface, the main body of corporate culture construction is the majority of employees, and the executors are naturally all employees, but this answer is not accurate, and the most important thing to implement is the leaders at all levels of the enterprise. Business leaders, especially senior leaders, should not only become the designers, communicators and motivators of corporate culture, but also become loyal practitioners and executors.

The culture of an enterprise is "hanging" in the air, mostly because the leaders of the enterprise do not take the lead in setting an example.

Third, how to execute. It is necessary to organically integrate enterprise culture with the enterprise's business strategy and development goals, with the enterprise's institutional innovation, management innovation, ideological and political work, and spiritual civilization innovation. It is necessary to transform, decompose and refine the concept of corporate culture into executable task objectives and specific norms and standards (such as the preparation of operational "employee handbook" or "cultural manual", etc.), especially to be good at using the carrier of the system, integrate the core values into the specific management system and process construction, and establish the system on the basis of employees' conscious compliance, reform the existing enterprise system through advanced cultural concepts, and establish a new system that embodies advanced culture.

Fourth, how to ensure implementation. Efforts should be made through two aspects: one is to establish a cultural model, carry out themed cultural activities, establish cultural etiquette, create a cultural atmosphere, and further enhance the consciousness of employees' cultural implementation.

The second is to rely on the incentive and restraint mechanism within the corporate culture. It should be admitted that it is not possible for all employees to agree with the company's culture, especially in the early stage of corporate culture construction. Therefore, it is necessary to use the incentive and restraint mechanism to strengthen the employees' sense of identity with the corporate culture, and achieve the final consciousness through the "compulsion" at the beginning.

Through the unremitting efforts of the above four aspects, the execution of corporate culture can be effectively improved.

The theory of corporate culture is broad and profound, and the content of corporate culture is rich and colorful, from corporate philosophy, corporate ethics, corporate democracy, corporate education to corporate behavior, corporate system, corporate image, enterprise spirit, etc., are an important part of corporate culture. However, among the elements of corporate culture, we must grasp the main contradictions and highlight the key points, and only in this way can we concentrate on building an excellent corporate culture.

The most profound and charming content of corporate culture theory is undoubtedly the spirit of enterprise, which is the concentrated expression of corporate values, the spiritual pillar and spiritual driving force of the enterprise, a special will and belief consciously cultivated, and the "soul" of the enterprise. Therefore, the spirit of enterprise is the main contradiction that each of our enterprises should focus on grasping in the construction of excellent corporate culture.

The construction of corporate culture needs to be internalized in the heart, solidified in the system, externalized in the form, and implemented in the line.

Corporate culture mainly includes concept culture and rule culture or behavior culture. The key to the construction of corporate culture is to take root, that is, to share the concept to the behavior habits.

The first step, R1, is into the eye.

R1 refers to the cognition of corporate culture. Sort out and condense the core of corporate culture: vision, mission, core values, and write a system (manual) to let all employees know and perceive their own corporate culture.

Corporate culture is owned by the enterprise and needs to be recognized by all employees. So how do we achieve common understanding?

1. Atmosphere creation.

1. Design and printing of corporate culture manual.

2. Atmosphere creation and planning.

2. Assessment. Organize all employees to conduct corporate culture assessment, and adopt bottom-up assessment.

The second step, R2, is in the brain.

R2 refers to the recognition of corporate culture. Through training and discussion of the core of corporate culture, all employees can recognize and feel their corporate culture.

The main steps into the brain method:

1. Publicity and training.

1. Provide senior leaders with the basic knowledge of corporate culture.

2. Provide training on the core concepts of corporate culture for senior leaders.

3. Provide middle-level leaders with the basic knowledge of corporate culture.

4. Provide training on the core concepts of corporate culture for middle-level leaders.

5. Provide grassroots employees with publicity and training on the core concepts of corporate culture.

2. Examinations. 1. With the help of some activities, such as knowledge competitions, poetry recitals, kanban, etc.

2. Organize corporate culture examinations.

The third step, R3, is to enter the heart.

R3 refers to the recognition of corporate culture, and through discussion and discussion of the core of corporate culture, all employees can identify and feel their corporate culture.

1. Discussion and discussion.

Discussions are conducted on topics and at different levels.

2. Essays, speeches and other competitions.

3. Call for Stories.

Fourth, the results report.

The fourth step, R4, enters the industry.

Entering the industry R4 refers to the practice of corporate culture. Through discussion and public commitment, let the idea become behavior, so that all employees can practice and experience their own corporate culture.

1. Summarize the results of the discussion and form a code of conduct.

2. Summarize story cases and form a story collection.

3. Revise their own behavior according to the code of conduct and norms.

Fourth, the idea becomes the behavior.

Fifth, adhere to it for a long time and slowly form a habit.

After the specific content of the corporate culture needs to be clarified, the corporate culture management system that is suitable for the enterprise can be established

System. The establishment of the DAO system of corporate culture management system generally follows the following steps:

1. Establish a corporate philosophy identification system (MI).

2. Establish a corporate behavior recognition system (BI) to continuously strengthen the company's behavioral norms.

3. Establish a corporate visual identity system (CI) to form a lively and vivid visual image.

4. Guided by the concept and values of corporate culture, reorganize the existing management system.

5. Establish an enterprise environmental identification system to create a good corporate environment.

Implementation and assessment of corporate culture.

The fundamental purpose of the establishment of the corporate culture management system is to let all employees of the enterprise understand and implement, and to perform in the work and behavior, so after the establishment of the corporate culture management system, it is more important to implement and assess the corporate culture. The implementation and assessment of corporate culture generally follow the process of publicity, training, implementation, and then assessment.

Corporate culture should be formulated according to the actual development status of the enterprise. Suggestion: The culture of the enterprise should be the cohesion of the enterprise team is the foundation of the long-term survival of the enterprise, and the quality and innovation of the product are the driving force for the development of the enterprise.

1. Enterprises should emphasize social responsibility.

Responsibility is the core content of corporate culture. Consciously abide by and practice social ethics, actively participate in public welfare undertakings, and repay the society, such an enterprise will win the respect of the society. Secondly, we should talk about obligations.

Enterprises should be responsible for employees, customers, shareholders and the market by improving their own operations.

2. Abide by the code of integrity and improve corporate ethics.

In recent years, product quality problems and corporate integrity anomie have occurred from time to time, bringing serious adverse consequences. These negative examples remind us that the lack of corporate responsibility, corporate integrity, and corporate ethics not only endangers society, but also brings disaster to enterprises. Responsible, honest and ethical enterprises will win customers and have a market.

3. Care for employees and respect employees.

Employees are the creators, practitioners and beneficiaries of corporate culture. Only by forming a cultural atmosphere of respecting, understanding and caring for people can the workforce become a work team full of cohesion, creativity and competitiveness. Enterprises should care about and respect employees, plan their careers well, and provide a fair and just environment for their development.

4. Promote the harmonious development of enterprises.

An important sign of the maturity of corporate culture is the harmonious development of the enterprise. In the construction of corporate culture, the following aspects should be paid attention to:

First, the development of enterprises and social development should be synchronized. Enterprises should be kind to society, nature, customers, and all stakeholders who grow with themselves.

Second, the development of various departments and businesses in the enterprise should be coordinated.

Third, the psychology of employees should be harmonious, and the group relationship should be harmonious.

Fourth, the enterprise management team should be harmonious, strictly follow the company's rules to discuss and do things, rely on collective wisdom to make decisions, do not make small actions, and do not engage in small circles.

5. Pay attention to enterprise innovation.

Without innovation, the construction of corporate culture will not have vitality, and it will not be able to bear fruit. The construction of corporate culture is not static and immutable, and must keep pace with the times and adapt to changes in the situation.

Under the new historical conditions, corporate culture innovation should take into account at least the following aspects: strategic innovation, service innovation, concept innovation, product innovation, management innovation, and risk management and control innovation. Every step of the company's development needs to be supported by a culture of innovation.

Corporate culture innovation should adhere to seeking truth from facts, not only from a global perspective, but also based on China's national conditions and the actual development of industries and enterprises.

Corporate culture, or organizational culture (corporate culture or organizational culture), is the unique cultural image of an organization composed of its values, beliefs, rituals, symbols, ways of doing things, etc., in short, it is the various aspects of the daily operation of the enterprise. Staff culture, also known as the value culture of the enterprise, is the cultural form corresponding to the corporate culture, the staff culture is employee-oriented, is a quality culture, the corporate culture is enterprise-oriented, is a management culture.