Question Description:
I. Collect one example of the behavioralization of a corporate philosophy that you know of. (50 marks)
II. Analyze the effect that the behavioralization of the corporate philosophy in the example has on the business. (50 marks, analysis should be no less than 250 words)
Good luck and success in your exams!
That big brother to help me do it ah, thank you
Analysis:
a, from the history of Wal-Mart to find the logic of the culture
History is the most persuasive level of the cultural system, when we go to look at a Fortune 500 company, if we do not
start from the history, you can not find the way to go to peep at the whole picture. It's the right approach to history and the right way to think about corporate
philosophy. We start here, with the founders of Wolmar, with Wolmar's first store
.
From the outside, Sam Walton was an ordinary man. He grew up in the United States during the Great Depression and served in the military during World War II
It was this unknown man who went on to create the world's largest retail business. Sam was
highly competitive and adventurous, and he realized that for Wal-Mart to succeed, it would have to exceed customer expectations for quality service in addition to providing customers with low-priced
items. Sam devoted his life to this philosophy. He inspired and motivated his employees and practiced what he preached, and like the first store, Walmart today
continues to be driven by three fundamental beliefs. Although Mr. Sam is no longer with us, his ideas and philosophies
will always lead us to success. Sam always demanded hard work, honesty, friendliness and frugality
. Although he passed away in 1992, these principles are still alive and well in different countries and cultures as Wal-Mart's business expands
. Wal-Mart's success today is the result of never being complacent about the status quo of the company. Walmart is
a visionary company that values its past and learns from it, but does not stand still.
The following timeline reflects Walmart's evolution.
1962 Sam Walton founds the company and opens the first Wal-Mart store in Rogers City, Arkansas;
1969 Wal-Mart Stores, Inc. is founded on October 31st 1970 The company's
headquarters and first distribution center are established in the town of Bentonville, Arkansas;
1972 Wal-Mart Stores, Inc. stock is allowed to be listed on the New York Stock Exchange;
1975
The following chronology of events reflects the evolution of Wal-Mart Stores, Inc. 1975
Sam Walton introduces the famous "Wal-Mart Cheer," inspired by Korean workers; 1983 The first Sam's Club store opens in Midwest City, Oklahoma; 1984 Sam Walton lives up to his promise to his employees, and the company reaches an 8 percent profit before taxes; Sam Walton's first store in Midwest City, Oklahoma; and his first Wal-Mart store in Midwest City, Oklahoma, reaches an 8 percent profit before taxes. He dances the hula on Wall Street as profits reach 8 percent; 1984 David Glass becomes president of the company; 1987
Wal-Mart's satellite network is completed, the largest privately owned satellite system in the U.S. 1988 David Glass becomes the company's
chief executive officer; 1988 The first Wal-Mart shopping plaza opens in Washington, Missouri
1990 Wal-Mart becomes the world's largest retailer and the world's largest retailer.
1990 Wal-Mart becomes the number one retailer in the United States; 1991 Wal-Mart store opens in Mexico City and Wal-Mart begins to enter overseas markets; 1992 Mr. Sam Walton receives the Medal of Freedom from President George H.W. Bush on March 17; 1992 Mr. Sam Walton passes away on April 5; 1992 Mr. S. Robertson is awarded the Medal of Freedom for his service to Wal-Mart; 1992 Mr. Sam Walton is awarded the Medal of Freedom for his service to Wal-Mart; 1992 Mr. Sam Walton is awarded the Medal of Freedom for his service to Wal-Mart. April 7, 1992 S. Robertson Walton becomes Chairman of the Board of Directors of the company; 1992 Wal-Mart enters Puerto Rico; 1993 Wal-Mart's International Division is created and Bobby Martin becomes President and CEO of the International Division; 1993 First single-week sales of $1 billion in December; 19
94 Acquisition of 122 Woolco stores in Canada; 1995 Entry into the Woolco family of stores; 1995 Entry into the Woolco family of stores in Canada. Woolco stores in Canada; 1995 enters Argentina and Brazil; 1996 enters China through a joint venture; 1997 becomes the No. 1 private employer in the U.S.; 1997 employs 680,000 people in the U.S. and 115,000 outside the U.S.; 1997 Wal-Mart Stores, Inc. becomes a Dow Jones Industrial Average stock; 1997 Wal-Mart Stores, Inc. becomes the No. 1 private employer in the U.S.; 1997 Wal-Mart Stores, Inc. becomes the No. 2 private employer in the U.S.
stock; 1997 Wal-Mart surpasses $100 billion in annual sales for the first time, reaching $105 billion; 1998 Wal-Mart enters Germany with the acquisition of 21 We
rtkauf
1998 Introduces the first community store, opening three in Arkansas; 1998 Annual charitable donations exceed $100 million
, reaching 102 million; 1998 Entered South Korea through a joint venture; 1999 Became the world's largest privately held employer with 1.14
million employees; 1999 Acquired the ASDA Group of Companies (229 stores) and entered the U.K.
000 Ranked among the world's most admired companies in FORTUNE's "The World's Most Admired Companies" by Fortune Magazine. Fortune magazine's "World's Most Admired Companies," No. 5; 2000 Lee Scott becomes president and CEO of Wal-Mart Stores, Inc; 2001 Fortune magazine's "America's Most Admired Companies," No. 3
; 2001 Record one-day sales, reaching $12.5 million the day after Thanksgiving. Reached $1.25 billion the day after Thanksgiving
In 1996, Wal-Mart China, with the support of Chinese leaders at all levels, and with the approval of the State Council,
successfully opened Asia's first Wal-Mart Plaza and Sam's Club store in Shenzhen. Walmart currently operates 20 stores in China, including Walmart Shopping Malls, Sam's Club Stores and Walmart Community Stores, and employs more than 10,000 people
. Wal-Mart has introduced its years of retail experience, advanced management techniques and new business concepts into the local market, and seeks to develop with local retailers
. At the same time, Wal-Mart's concepts of "everyday low prices" and "one-stop shopping" and its warehouse-type club
staffing system have been fully recognized by *** and favored by consumers. Wal-Mart has improved the quality of people's consumption with its quality and affordable products
and generous services. Walmart adheres to the principle of "local sourcing", and more than 9
5% of the products in Walmart's stores in China are made in China. As Walmart opens its stores around the world, it also actively develops the sourcing of local products, thus promoting and advancing the development of the local economy.
Walmart is also a global sourcing company, which has been recognized as one of the world's leading global retailers. Through global sourcing, Wal-Mart also sells large quantities of Chinese products overseas each year
.In 2001, Wal-Mart's purchases from China, both directly and indirectly, totaled more than $10 billion. These products are supplied to Wal-Mart stores around the world. Wal-Mart believes that every store has a responsibility to give back to the communities in which it operates
. Since 1997, Wal-Mart China Ltd. has donated more than 5 million RMB in various forms to disaster-stricken areas, Hope Schools and social welfare organizations
. This number will continue to increase as Walmart's business grows.
"Sam Walton has left us a legacy. He created a company and
environment that encourages us to achieve extraordinary things."
Second, people-oriented corporate culture
Sam Walton, the founder of Wal-Mart, once summarized his "Ten Rules" for career success: be loyal to your business
; build partnerships with your colleagues; motivate your colleagues; communicate with your colleagues; and appreciate your colleagues. Communicate with colleagues; appreciate the contribution of colleagues to the company; success
success to be vigorously celebrated, failure to remain optimistic; listen to colleagues; exceed customer expectations; control costs below the
competitors; against the tide, give up the traditional concepts. Seven of the Ten Rules are related to employee relations, which
shows how important Walmart puts employee relations.
Sam Walton in the beginning to fight for what later became the Wal-Mart CEO David Glass to join, had its hundred percent
defying the spirit to lobby him, before and after the whole 12 years, this devout "preacher" finally made Glass
allied Wal-Mart, and
alliance. Glass became president of Wal-Mart in 1984. From here we can see more or less Wal-Mart's "absorb, retain, develop" principle of employing people. Now, Wal-Mart's basic human resources strategy has changed, "
Retain, develop, absorb" as its employment guidelines. This is not a simple position swap, it means that Walmart
pay more attention to the original staff from the training, selection of talented people, rather than in the lack of talent from the outside to hire.
Walmart's human resources strategy has been increasingly focused on digging for gold from within.
After decades of development, Walmart has created an extremely valuable corporate culture, which has become the key to attracting and
retaining talent. Sam Walton had a famous quote: "for employees to treat the garden like flowers and trees
, the need for spiritual encouragement, job promotion and generous treatment to water them, timely transplantation to ensure that the best ride
with the need to carefully remove the weeds in the garden in order to facilitate their growth." This quote speaks to the essence of Walmart's corporate
culture.
Walmart treats its employees as partners in the organization, and the relationship between managers and employees is a true partnership
. Almost all of Walmart's managers use a bag of buttons engraved with the words "We care about our employees"
buttons, and they pay close attention to listening to the views of their employees. In order to truly treat its employees as partners, Wal-Mart adopted a
"profit*** sharing" policy in 1971. Sam Walton believed that if a company ****enjoys profits with its employees, whether in the form of wages, awards
or in the form of dividends, stock discounts, etc., then the profits that flow into the company will continue to flow. Because employees will
treat customers the way management treats them, no matter what. If employees treat customers well, customers are satisfied
and will frequent the store, which is the real source of profit in the chain store industry. Now, Wal-Mart has 80%
more than 80% of the employees or with the help of profit-sharing plan, or through the employee stock plan directly owns the company's stock, which will be the company
and the employees into a benefit of the **** with the same body, so that the employees will be their own company as their own, the company's sense of identity is also a big
great enhancement, and thus more hard work. In addition to the economic benefits of the measures, Wal-Mart also attaches greater importance to the staff
of the spirit of encouragement, its headquarters and the windows of each store are hung with photos of advanced staff, the management of particularly outstanding
personnel, will be awarded the title of "Sam Walton entrepreneur". "The Wal-Mart Dictionary also often includes a term
called "sharing information. Sharing information and responsibilities is another important element of the Wal-Mart partnership. It creates a sense of responsibility and participation. In each store, Wal-Mart publishes the store's profits, purchases, sales, and markdowns
and does not just publicize them to the manager and his assistants, but to every employee, hourly worker, and *** employee in the store
. While some of the information does get out of the company, they believe that the benefits of sharing the information with employees far outweigh the potential side effects of leaking it to outsiders. In fact, so far, doing so has not
harmed Walmart.
Not only does Walmart have a good platform for retaining talent, it also has a system for retaining it. The open-door policy ensures that
Whenever and wherever any employee has about their own or the company's opinions, suggestions, ideas, complaints, etc., can be reported verbally
or in writing to the company's management without fear of repercussions or retaliation. Walmart has a special person to engage in employee
employee relations work, receive complaints, listen to employees, for employees to solve problems, to carry out a variety of recreational activities, so that each
colleagues feel the warmth of the Walmart family. The exit interview system ensures that every departing employee has the opportunity to have a frank exchange and communication with the
company's management before leaving the company, so as to be able to understand the real reasons for each colleague's departure, which is conducive to the company
to formulate the corresponding human resources strategy. The retention policy on the one hand can minimize staff turnover; on the other
hand, even if the colleague leaves, he or she can become a customer of the company.
Putting people first is so simple, but it has endless connotations at Wal-Mart.
Third, the corporate culture into a strategy
The level of awareness of the corporate culture is the first step in the establishment of a good culture. It is also a key step to further enhance the corporate culture into
corporate strategy. Cognition of corporate culture is not a one-step process, it needs to go through a step-by-step process
After a lot of theoretical and practical research, we believe that the cognition of corporate culture is divided into four phases, which can be
Refer to the following "pyramid of cognition of corporate culture" diagram.
From this figure, we can see that the level of awareness of corporate culture is basically a decreasing level, to the stage of organizational philosophy
that is, the personal philosophy into the organizational philosophy of the stage of the enterprise is very little, the majority of enterprises for the understanding of the corporate culture
is still in the cognitive pyramid
the bottom, that is, the bottom of the cognitive pyramid
the cognitive pyramid of the enterprise culture is the most important thing. "
Most companies are still at the bottom of the cognitive pyramid, which is the primitive stage of corporate slogans. Here we look at
what kind of characteristics of each stage.
First, the slogan stage: In this stage of the enterprise, senior managers may never accept the theory of corporate
culture, or just shallow through the newspapers, magazines or training on corporate culture has some basic understanding of the
but just do not know what they should do. Thus, the shape of the *** slogan flooded in all aspects of corporate culture, some
enterprises invested a certain amount of time and effort, but did not play the expected effect, the corporate culture into the "cold palace",
still in accordance with the original concept and way of management. In addition, many companies distort the essence of the construction of corporate culture, not
have not in the values of enhancement and shaping efforts, but the quick success of the construction of corporate culture as a competitive strategy to
do, hoping to carry out the construction of culture, the level of management and cohesion of the enterprise can immediately qualitatively improve the business performance
also followed by better, so the introduction of CI, the big recreational activities, carry out cultural and entertainment activities, and the development of CI, so the CI, the CI, the CI, the CI, the CI, the CI, the CI, the CI, the CI and the CI.
These are all corporate culture of the table
image, rather than the essence of the power is not used on the knife edge, so the construction of corporate culture is often "loud thunder, little rain"
, in the long run, the corporate culture is often become a"
, the virtual but not real. ***, false but not real" synonym.
Second, personal interpretation stage. The personality of the corporate culture as a display of personal style, so bossism
prevails, the individual to say instead of the law, in their own small world to engage in personality worship. The organization must be filled with personal supremacy totem air
message. Most Chinese companies are at this stage. Domestic enterprises in the culture shaping, there is always "people-oriented,
unity, hard work, innovation" such corporate philosophy. There are no two leaves that are exactly the same, and there are no two companies that have exactly the same culture
. Corporate culture is affected by many factors, including the personality of the entrepreneur, industry characteristics, corporate history, vision
vision goals, development strategy, etc. Corporate culture is the summary and enhancement of the company's own successful experience and ideas, and therefore
should have a strong uniqueness. Sony's pioneering spirit, Nokia's "people-oriented technology", Panasonic's "people first
in the creation of things", the Hewlett-Packard Way, Disney's "imagination and magic". "Imagination and magic culture", these outstanding companies are from their own corporate
perspective to refine and promote their own culture, very rich in personality.
Third, the concept of enhancement stage: some companies in the refinement of the company's philosophy, from the vision, mission, values, philosophy,
spirit, all the way to the concept of talent, marketing concept, R & D concept, competition concept, etc., but often let the staff confused,
do not know what the core of the corporate culture. In our opinion, the enterprise culture must be clear that the core concept of the enterprise, including
including the enterprise mission and core values, is the source of business development of the enterprise power and the highest standards. Mission is the responsibility of the development of the enterprise
sense of responsibility, the pursuit and ideals, is a lofty spiritual realm. For example, Sony in their own new business, there is no
little visibility, is determined to change the Japanese products in the world's "poor quality and low price" image; Johnson & Johnson in 1886 at the beginning of the founding of
to "alleviate pain" as the ideal, to the 19th century, and then to the 19th century, the company's mission is the development of corporate responsibility. Johnson & Johnson was founded in 1886 with the ideal of "alleviating sickness and disease," and by 1908 this goal had evolved into a corporate philosophy that put
customer service and concern for employees ahead of shareholder compensation. Core values are the fundamental tenets of an organization's longevity, that is, the highest guiding principles that a company
believes in and follows with conviction. Core values are distinguished from general values, which are usually three to six in number
. Robert Johnson, Jr. Robert Johnson, Jr. did not write Johnson & Johnson's beliefs based on a theory of faith and profit, but rather because he
y embraced and wanted to preserve the value, "The Customer Comes First".
Fourth, the organizational philosophy stage; Enron's 2000 annual report stated that the company's values were communication, respect, integrity, and excellence, but what Enron did was clearly a serious violation of the principle of integrity, and its emphasis on revenue growth and
personal initiative, combined with the lack of the usual corporate checks and balances, changed the corporate culture from one of offensive strategy to one of increasingly
reliance on unethical speculation. Enron employed a cadre of lawyers and accountants that made Enron a connoisseur of breaking regulations without getting caught
. It was inevitable that such a company, built on a bad corporate culture, would come crashing down. Enron's failure
was to separate corporate philosophy from individual philosophy, the consequence of which was that each individual was a kind of internal friction, and ultimately became a
kind of divisive incentive, the most important feature of the organizational philosophy stage is that everyone agrees with the company's philosophy and treats it as their own
philosophy of action, and the individual consciously dissolves his or her own behaviors into the organization's creation of values. The individual consciously integrates his or her behavior into the values created by the organization. In China, there is a saying
that one Chinese is a dragon and two Chinese are worms, and that one monk picks water to eat, two monks carry water to eat, and three monks have no water to eat, which indicates that cooperation is difficult for Chinese people, and that there is serious internal friction in business organizations. If
not solve this problem, the formation of a good corporate culture is also impossible, and building a quality corporate culture strategy is even more difficult
.
The highest state of corporate culture is the "form of God", the "form" of the enterprise includes all the external things, including the enterprise
corporate systems, processes, strategies, organizational structure, responsibility and authority system, leadership style, products, etc., while the "God" is the "form" of the enterprise. "God" refers to the vision
, values, mission, spirit, business philosophy and other ideas that guide the development of enterprises. "A corporate culture that does not fit the spirit
will be "schizophrenic" because employees won't know what to follow. The highest stage of corporate culture can only be obtained through "enlightenment". During this period, enterprises need to pursue the idea of "unity of heaven and mankind", and consider how to
comply with the way of heaven, including economic laws, ethics, humanities, etc., and put the needs of human beings into consideration.
The company should consider how to
comply with the way of heaven, including economic laws, ethics and morality, humanistic concepts, etc., and organically combine the needs of people with the development of the company and the progress of the society, so as to enhance the sense of mission and responsibility of the company. The Hewlett-Packard Way, Sony's pioneering spirit, and Boeing's "
Always be a Pioneer" are clear evidence of this. The highest stage of corporate culture puts forward higher requirements for entrepreneurs, the need for corporate furniture
have the wisdom and cultivation of Zen masters, "no action and no inaction", "enlightenment and cultivation of the body", with a unique wisdom through the complexity of the
thing With his unique wisdom, he can see through all the appearances of things and grasp the essence of things and their differences. Mencius said: "human nature is like water", as entrepreneurs or senior
managers in the cultural shaping, more need to be from the perspective of human nature to the "sermon", to treat human nature like water as
, to make the best use of the situation, rather than "chasing and intercepting", and to make the best use of the situation, rather than "chasing and intercepting". Not "chasing and intercepting", from the point of view of meeting the needs of people to build corporate culture, truly reflecting the "
people-oriented". We all know the story of Dayu, before Dayu Shun, the way to take is "blocking", the result
result of the dyke higher and higher, but the flood came, it is virtually non-existent, and Dayu take is "channeling" way, in line with the
nature of water, and not the way to build a corporate culture to meet the needs of the people, the real embodiment of "
people-oriented". p> The purpose of "water management" was achieved by forcing the water to change, rather than forcing it to do so. From the Zen perspective of the world
, everything is closely linked, the author once took the "steamed bread" to do the analogy, through the steamed bread in the water and the surface of the
relationship to explain the enterprise culture and system, intangible and tangible, hard and soft relationship, in fact, is a kind of "enlightenment
. "Enlightenment
". Cultural management is an art, the need for managers from a philosophical point of view, to answer what corporate culture, why
building corporate culture, how to build corporate culture, these basic questions, if you can penetrate these questions, it must be able to enter
into the "enlightenment" stage.
Wolverhampton is a typical case of successfully upgrading corporate culture to a strategy, and the development of its chain stores always starts with
a lot of corporate culture output, and every employee must understand the basic principles of Wolverhampton before starting work, and that kind of standardization is rare in the world.
Wolverhampton is the only company in the world that has the ability to build a corporate culture.
Satisfied?