How to establish a corporate culture of emotional cohesion between superiors and subordinates and em

Talk about the heart, talk about the salary, and compare the heart with the heart.

this culture. It's hard, it's hard.

It's almost impossible.

Because the culture is pluralistic now.

Normal communication is enough, and sincerity is exchanged for sincerity. Friends are friends, colleagues are colleagues, and friends are more suitable for building emotions

The so-called team building, not overnight in the company's basic system framework, to work together, to build brilliant, that is the most direct embodiment of the cohesion of the subordinate and subordinate I think, to improve the centripetal force, first of all, the company system and the direction of development to be correct, in line with the needs of social development, the same can become the common direction of the company's superiors and subordinates. Secondly, it is very important to have the same goal, such as some competitions, some parties, some team building activities, etc., otherwise everything is empty.

Once the subordinate discovers that his talent surpasses that of the superior. So how can there be centripetal force and cohesion. The idea of replacing it is certainly ingrained.

If you want your subordinates to unite closely around you, it depends on your ability and wrist.

When it comes to the reasons why employees change jobs, the blame is none other than the following:

The first is development, including the development prospects of itself and the enterprise;

the second is treatment, including basic income and work incentives;

The third is feelings, mainly the emotional viscosity between employees and subordinates or between employees brought about by corporate culture.

However, HR has too many daily tasks to take care of employees' dissatisfaction, which eventually leads them to change jobs frequently.

However, with the refinement of the social division of labor, human resource outsourcing is no stranger to HR, and you may wish to consider using outsourcing service providers like Yicai to reduce the burden on yourself and concentrate on solving the problem of retaining people for enterprises.

Generally speaking, there are mainly the following: relationship with boss, salary and benefits, promotion space, company cultural identity, career change, self-employment, further study, and other personal reasons (family factors, lover factors), etc.

I read a survey before, although many people think that salary and benefits are very important, but more than 3 percent of the people surveyed believe that a bad relationship with their boss is the main reason for them to change jobs.

If you are a job seeker, when describing the reasons for changing jobs, you will generally avoid the important and trivialize, and the smart ones will choose to start from the reasons that are acceptable to the employer, rather than stating the real reasons.

A new enterprise should pay attention to the construction of corporate culture from the beginning of the establishment of the enterprise, and the specific methods are as follows:

Corporate culture starts with the founder. The founder should have a clear vision of what kind of enterprise to build.

The founder's vision for the culture is as clear as possible and guides the team towards the culture it leads.

The selection of the initial team backbone needs to identify with the corporate culture, otherwise long-term cooperation will not be possible.

In the process of team growth, the founder and the backbone team should pay attention to the cultural issues of the team, pay attention to the cases that affect the corporate culture, and discuss and revise the corporate culture together.

Corporate culture should be implemented in words and graphics.

Corporate culture should be constantly emphasized in the core team and transmitted to all employees as much as possible.

The corporate culture should be consistent with the inside and the outside, and the founders and the backbone team should be consistent with their words and deeds.

The construction of corporate culture is a long-term dynamic process, and the new enterprise will continue to pay attention to the construction of corporate culture from the beginning, which will play a major role in maintaining the healthy development of the enterprise. Recognizing this, the founding team of the enterprise can insist on building a good corporate culture.

Corporate culture is not established, corporate culture is derived from the mission of the enterprise, and the "feeling" of the enterprise slowly formed in the process of various behaviors and executions in the operation

How to do the construction of corporate culture.

An effective way to solve the communication between superiors and subordinates in the enterprise.

Only with the right method can it be efficient, and only by doing the right thing can it be effective. "Trouble" is the result of one's own improper "handling"; "Difficulty" is a reflection of not "learning" enough; "Frustration" is the price of one's own lack of "effort". The core of building team capacity is the communication ability of employees, and the strong communication ability, the stronger the sense of teamwork of employees, and the less friction and "office politics" in the team.

Strong communication skills are also reflected in the efficiency of the team, and an efficient team can produce efficient efficiency and effectiveness. Less friction, more lubrication, communication starts now.

Course content: The first lecture is the basics of communication.

1. Three essential skills for professional managers.

2. Effective communication skills.

1. Definition of communication.

1) Three principles of communication.

2) The type of communication.

2. The three elements of communication.

Have a clear goal.

Reach a mutual agreement.

Communicate information, thoughts, and emotions.

3. Two ways of communication: verbal communication and non-verbal communication.

4. Two-way communication.

5. The three behaviors of communication: speaking, listening, and asking.

3. Three principles of communication.

1. Talk about behavior, not personality.

2. Be clear about communication.

3. Listen actively.

Fourth, effective feedback skills.

5. 1H4W in communication

6. Reasons for communication failures.

7. Five attitudes towards communication.

8. Basic steps for effective communication.

9. Communication window (about Harry window).

10. Interpersonal style and communication skills.

The second lecture is how to communicate with leaders.

Ask the leader for instructions on the procedures and key points of reporting.

1. Procedures for reporting to the leader for instructions.

Second, the basic attitude of asking for instructions and reporting.

Skills in dealing with leaders of all personalities.

1. Controlling leadership characteristics and communication skills.

2. Interactive leadership traits and communication skills.

3. Pragmatic leadership and communication skills.

Techniques for persuading leaders.