As we all know, corporate culture is divided into four levels: material level, behavior level, system level and spiritual level. As the highest spiritual level, it is the sum total of enterprise ideology, including enterprise core values, business philosophy and many other aspects, which has a certain orientation and is the fundamental leading factor of enterprise behavior. The key to the construction of enterprise culture is to find ways to gradually establish a spiritual layer that meets the requirements of enterprises through material layer, behavior layer and system layer.
This is not a simple process, and it can never be completed by putting these glamorous terms such as honesty, gratitude and integrity on the wall, publicizing them several times and building several models. If you want to put the "fake" corporate culture posted on the wall into employees' behaviors and internalize it into employees' personal ideas and values, you need to do the following:
First, we must truly realize the importance of cultural construction.
As mentioned above, corporate culture has a certain orientation, which can effectively motivate and restrain employees' behavior and make employees' behavior consistent with the requirements of the enterprise. In fact, in addition, corporate culture has the function of cohesion and radiation. Excellent corporate culture can form strong cohesion and centripetal force, effectively enhance employees' sense of responsibility and mission, and make employees closely unite, treat each other sincerely and cooperate with each other. At the same time, corporate culture can not only play a role internally, but also influence the society through its radiation function. Therefore, it can be said that corporate culture is a symbol of enterprises and a business card for enterprises to go to society.
The second is to clarify the purpose and significance of cultural construction.
When many employees and even managers hear about cultural construction, they think it is a disguised "rectification movement" or even a "rectification movement" for employees, thus generating certain resistance. Therefore, enterprises need to let employees know the purpose and value of cultural construction through various channels. What needs special emphasis here is that cultural construction is the behavior of all employees, and there is no exception principle. When consulting, the author often comes across the understanding that many business owners and even some managers think that cultural construction is a task assigned to employees and a disguised management method. Their slogans, such as honesty, integrity and loyalty, are just requirements for employees and can stay out of it. This understanding is wrong and must be corrected.
Third, the boss should set an example and set an example first.
For most enterprises, the behavior of bosses and top managers directly determines the direction of corporate culture, especially private enterprises. Corporate culture is basically boss culture. Always tell the enterprise that the boss's every move will affect the management of the enterprise and all the employees, and a cultural atmosphere will be formed over time. Not only that, the so-called birds of a feather flock together, people are divided into groups, and the boss's values and behaviors also directly affect and even determine the selection and employment of people, what kind of employees to hire and what kind of managers to choose, which will have an important impact on corporate culture construction. Therefore, to build a corporate culture, the boss must lead by example.
Fourth, it is necessary to formulate systems and processes that meet the requirements of corporate culture.
Systems and processes are not only the guarantee of efficient operation of enterprises, but also the guidance and restraint of employees' behavior. What needs special attention is that this process and system must complement the needs of cultural construction. Taking the enterprise mentioned at the beginning of the article as an example, if we want to establish the cultural values with "honesty as the core and essence", we must establish the corresponding standardized system flow, and effectively manage and restrict the product quality, service quality and employee behavior in all aspects of raw material procurement, processing, warehousing, sales and after-sales service through complete flow and operation documents. If there are loopholes in the process, the rules and regulations are vague, or even acquiesce in dishonest behaviors such as cutting corners and making up mistakes, the construction of honesty culture will inevitably be impossible to implement.
The fifth is to establish a supervision and inspection mechanism to correct mistakes in time.
Once a place has garbage, if it is not cleaned up in time, it will gradually become a big garbage dump. This is the "broken window phenomenon". The same is true for enterprises. If the enterprise fails to stop the behavior that does not meet the requirements of values and entrepreneurship in the process of cultural construction, it will form a "broken window" and hinder the development of corporate culture construction. In this way, not only will the enterprise's cultural construction fail, but it may even make the enterprise form a "culture" that cannot be ordered and opportunistic, which deviates from the original intention of cultural construction. Therefore, enterprises must establish a supporting inspection and supervision mechanism to stop and correct behaviors that do not meet the cultural requirements in time, and make all employees restrain their words and deeds according to the requirements of cultural construction through appropriate reward and punishment mechanisms and the presentation of typical events, and gradually internalize their values and become conscious behaviors. This is especially important in the early stage of cultural construction.
Sixth, perseverance and perseverance.
The establishment of corporate culture is not a "project" that can be calculated by the day, but a long-term process, which cannot be accomplished overnight, let alone halfway. The author once came into contact with a real estate enterprise. When enterprises first decided to carry out cultural construction, they made up their minds with great fanfare, but they soon relaxed. Finally, I asked the business owner, only to know that the construction of corporate culture has long been abandoned. There is also a well-known network company, because it didn't realize the long-term nature of cultural construction. When it just made some achievements, it was complacent and thought that it had successfully landed, so it stopped paying attention to it, which made cultural construction fall by the wayside. It is a pity.
To sum up, the construction of corporate culture is simple and simple, and it is not easy to say complex. In particular, in order to make the "fake" corporate culture posted on the wall become the behavior of employees and the "real" corporate culture, we must make corresponding efforts on the premise of unifying our thinking and understanding. In view of the great utility of documents, such efforts are very beneficial and necessary for enterprises.