How to establish a healthy corporate culture

, help to form the same values internally, and promote the better development of enterprises. In other words, a healthy corporate culture will be clearly reflected in the core spirit and work style of the enterprise, so it is not difficult to understand. In fact, corporate culture is largely a reflection of boss culture, and the boss's preference determines the framework of corporate culture. Under normal circumstances, leaders with strong personal decision-making ability are not cohesive; When the leader's personal cohesion is strong, his personal decision-making power will be slightly insufficient. The boss should balance the relationship between the two, or something will happen. Take decision-making power as an example. Generally speaking, decision-making power is also the strength of an individual's desire to express. People who have a strong desire for personal expression will reject their own kind. Such a boss usually does not allow his subordinates to compete with him, often denies his subordinates' ideas in decision-making, and always finds fault with his subordinates in management, which will eventually lead some capable subordinates to choose to leave because they cannot accept this management style. On the contrary, people with weak personal desires will attract talents. Such bosses are usually good at using people around them and letting them show their strengths. However, because the boss's decision-making power is not strong, the enterprise can only achieve a medium level. A healthy corporate culture, like healthy blood without any germs, has strong cohesion, strong radiation and strong guiding role. With these two advantages, the boss will exclude some people who are not suitable for this culture and precipitate a group of people with the same values. The end result is that all employees who enter the enterprise and stay are working in the same direction. In other words, a group of like-minded people do one thing together. In fact, this corporate culture also has the principle of exclusivity. For example, Huawei's corporate culture is a wolf culture, and people who can't accept the wolf culture will basically not stay in this enterprise. This also shows the style of being a man. If you don't integrate, you will be excluded. Finally, I can only leave. This is also the reason why some newcomers leave their jobs soon after they arrive at a company. It can be said that this is the natural effect of a healthy corporate culture. For example, private enterprise bosses don't like to pry into other people's privacy, so people who stay here basically conform to this principle. One year, he hired a production director and often came to the company to ask questions, even asking everyone personal things. So everyone unanimously reflected that there was something wrong with this person's morality, and the boss would definitely not leave him here. Another effect brought by healthy corporate culture is assimilation. Because people who enter an enterprise are not all people with the same mode of thinking, they can't recognize it clearly in the interview, but after a long period of corporate culture, they accept this corporate culture concept and strive to gradually improve their working ability for the development and growth of the enterprise. No one in the world denies that he is excellent in the corporate culture of a respectable big enterprise, and what he has summed up in hundreds of years of development must be the essence. Therefore, it is suggested that it is possible to imitate that practice, but what is mechanically missing from corporate culture will be applicable to small and medium-sized enterprises in China. On the one hand, there are obvious differences between eastern and western cultures, on the other hand, some cultures need the company to develop to a certain extent to show their effects. Therefore, for more bosses, the most important thing is to improve individual decision-making ability and cohesion, both of which are indispensable. In the development of enterprises, it is no longer a dream to lead corporate culture to a healthy and upward path and make enterprises bigger and stronger, and the identity of "small boss" will naturally change.