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2 Comparative analysis of corporate culture between China and China

Japanese culture is deeply influenced by Japanese traditional culture. The concept of "harmony" originates from China's Confucian ethics, and its connotation refers to love, kindness, harmony, mutual assistance, unity, cooperation and tolerance, which is the spiritual leading and connecting link for Japanese enterprises to become efficient

capable teams.

2.1 Comparison of Chinese and Japanese enterprise concepts

2.1.1 Spiritualism of Japanese enterprises

Spiritualism is to flexibly and conveniently complete the process of enterprise operation and management

driven by emphasizing the establishment of values and business beliefs, so as to choose a correct understanding angle in the face of complex and changeable enterprise conditions and emerging questions.

Japanese enterprises don't take the rational tools such as management by objectives and cost-profit analysis

as the management basis, but take the enterprise's values

and beliefs as the cornerstone of management, and then derive specific management rules, objectives and methods from them to adapt to the ever-changing situation

, thus showing the "spiritualism" characteristics of their management philosophy.

2.1.2 Relationalism of China Enterprises

The philosophical basis of China's enterprise management is directly derived from traditional culture.

From the perspective of management concept, China people think that "destiny means nature, sex means Tao, and cultivation means teaching". The way of university is to teach

to be the best in virtue, and to establish the people-oriented feature of "rebirth".

people emphasize "ethical people" and "social people", and "ethics" means "heaven

Tao", that is, the harmonious relationship between people means * * * preserving * * * glory and helping each other in the same boat. Management is about reason, spirituality, convincing people by managing reason, and

pushing others by oneself. Therefore, people in China emphasize the educational function in management, that is,

"understand it with reason, understand it with Tao".

in terms of management objectives, China people emphasize neutrality, stability and

development, and seek freedom in necessity, and advocate that a gentleman is firm but not comparable, and that he is

selfless, harmonious but not current, neutral and impartial, and knows benevolence and justice. Its performance is: the official

occupies his position, people do their best, do their best, live and work in peace and contentment, be reasonable and rational, and

be harmonious and stable. Therefore, enterprises in China emphasize the integration of group goals into individual goals, the stability of people's hearts and the routine operation of production, but only after

can enterprises develop and individuals realize themselves.

from the management object, China pays attention to the management of people, emphasizing that people

have a principle in everything, combine reason with reason, help each other in the same boat, and put etiquette first, so as to achieve

rationality, reasonableness and legality. Therefore, compared with the western characteristics of standardization, standardization and independent management, China enterprises often use ideological and political work to inspire people's inner moral consciousness, so as to exert the group influence of the organization.

compared with the spiritualism of Japanese enterprises, China enterprises do not

fully show the spiritual attitude of following the trend of the situation, but emphasize

understanding with reason, being reasonable in the situation, and opposing the change without soul. Changing

flexible attitude should take reason as the essence and take reason as the guide, emphasizing the philosophical way of

never leaving its original religion and responding to changes with the same.

2.2 Comparison of corporate values between China and Japan

2.2.1 Japanese companies have a sense of teamwork

In p>1975, Toyota Company of Japan received 381,111 suggestions from employees to create innovative ideas

, with an adoption rate of 83%, and paid a bonus of

331 million yen for it, while the income of the manufacturing department alone in that year reached 16 billion yen

. 2,111 employees of Matsushita Electric Co., Ltd. put forward 281,111 ideas to create < P > inventions within one year. These data show

the innovative consciousness and ability of Japanese enterprise employees, and also show the strong

team spirit and style of enterprise employees.

The basic characteristics of team spirit not only require enterprises to

give full play to the overall efficiency of the "team" in business management, but also maintain the

harmony within the "team" and safeguard and develop the interests of the whole team.

Japanese "team consciousness" is a prerequisite for individuals to join a specific group

; The relationship between individuals and groups (groups) is almost lifelong < P >; There is no rigid "contract" between group (team) members, and the obligations < P > and responsibilities are flexible. Therefore, employees of Japanese enterprises often refer to their

current work unit as "the company at home", and

they also show a strong sense of responsibility and dedication when they work in the company.

2.2.2 China enterprises have a sense of collectivism

Chinese enterprises, analyzed from the elements of values, undoubtedly show the value orientation of collectivism. Its characteristics are as follows: (1) The collective value identity is < P > multiple, that is, the individual's identity with the collective is multiple. Small to informal groups, teams and workshops, large to branch factories, general factories, and even the country and

society, all act on personal value recognition at the same time, which makes people

realize that group interests are higher than personal interests, and it is difficult to focus and concentrate on belonging and following

. (2) The formation of collective consciousness is bidirectional

, that is, on the one hand, employees belong to a specific group

, on the other hand, they are led by idealized and higher-level collective goals

. Realistic attribution and ideal pursuit operate side by side; (3) The centripetal force of employees towards < P > Group is incomplete. Due to the multiplicity of group identity and the absolute superiority of the collective to the individual, the centripetal force of Chinese enterprise employees towards the

collective is scattered and weakened with the process of pointing to multiple goals. On the other hand, part of the centripetal force returns to the individual < P >, which forms the incompleteness of the centripetal force of the group.

Compared with the group consciousness of Japanese enterprises, the differences between them are as follows:

First, the group consciousness of Japanese enterprises has a profound national cultural background, which is the sense of crisis of national survival, quasi-family relationship, and Japanese-style righteousness with "sincerity" and "loyalty" as the core. The collectivism of enterprises in China has different national cultural backgrounds. In traditional culture,

"filial piety" and "courtesy" are mostly manifested as an external ethical norm, and at the same time,

an independent personality is emphasized, and "loyalty" is conditional, and the object of "loyalty" is

transmutable. Therefore, Japan's team consciousness has a more thorough consistency between internal < P > psychological identity and behavior orientation; China's collectivism principle < P > is the incomplete coincidence of psychology and behavior.

second, the group consciousness of Japanese enterprises is linked by the generalized family relationship, and the team spirit has a favorable psychological environment. For example, most informal groups in Japanese enterprises share the same goal < P >, and the group identity in the fields of work and life is organically integrated < P >. The collectivism of enterprises in China has a certain degree of consanguinity

. In enterprises, on the one hand, it shows the recognition of the universal concept of collective value

, on the other hand, it shows a certain degree of group combination of non-work-related

departments. These "informal organizations" not only converge with the work objectives, but also show unity, friendship and mutual

within socialist enterprises.

Third, Japanese enterprises have solved the contradiction between collective value orientation and personality development

to some extent by means of "non-professional success path". China enterprises have not completely deconstructed the "structural disease" of the personnel system, and the collective value orientation almost covers the needs of self-development, and their personality development is realized by non-formal means such as "opportunity acquisition" and "location advantage".

2.3 Comparison of management concepts between Chinese and Japanese enterprises

2.3.1 "Management is education" of Japanese enterprises

Japanese enterprises are oriented by "humanity". Operators of Japanese enterprises

believe that technological progress, product development, quality improvement and labor productivity improvement, including the realization of ultimate profits, are all based on people

, people's quality and the exploration of spiritual potential. Therefore,

"the benefits of talent development are endless", "the investment in education and training of enterprises has the largest input-output coefficient, which is the most accounting investment", and "the improvement of employees' ability

has a geometric series relationship with enterprise profits". "Management is education"

has become the knowledge of Japanese entrepreneurs.

The enterprise idea of "management is education" contains the following contents: (1)

There is a silent contract between enterprises and society, which should be entrusted by society to enterprises. To realize this important task, all employees of enterprises need to work together

(2) Enterprise management is the same task of all employees of enterprises. (3) It is necessary to

rely on education to deeply implant the idea that "the purpose of management

is to serve the society, and profit is the reward of service" among employees of enterprises

Based on the above idea, Japanese enterprises are almost "education-oriented". For example, Panasonic's annual investment in education accounts for 11% of the total cost.

Kōnosuke Matsushita proposed that "man must be created before creation". The slogan of the whole Toyota

company is, "We should not only build things, but also build people", and advocate "building

is people-oriented".

2.3.2 operating characteristics of enterprises in China

from the perspective of operating purposes, Chinese enterprises have the following characteristics: (1)

paying attention to social responsibility while creating profits. This is determined by the

nature of Chinese enterprises, which are not only profit-making units, but also have multiple

tasks. For example, undertaking almost all social public projects and

living facilities presents the characteristics of "enterprises running society", with various names,

including voluntary and involuntary "sponsorship" of enterprises, etc. (2) From the

perspective of entrepreneurs, due to the constraints of multiple identities and various factors, their pursuit of career is far greater than their pursuit of interests in

business. Because

the economic interests of entrepreneurs are not from the profits of enterprises, but from the business costs of enterprises, entrepreneurs, as agents and managers of state ownership,

take business activities as the pursuit of personal career, and the motivation for making profits is not

strong or unique. This has produced a double effect. On the one hand, many enterprises themselves have a lofty pursuit of "profit first"; On the other hand, if this ideal pursuit is hindered by many factors and multiple identities, it will cause abnormal phenomena such as "short-term behavior of enterprises";

(3) The "educating people" function of Chinese enterprises is also very strong. Socialist

enterprises shoulder the responsibility of cultivating the "four haves" staff. From the perspective of enterprise model, the lifelong employment system and the fine tradition of state-owned

system and ideological and political work that attach importance to social scope provide unique advantages for enterprise education. Different from the Japanese enterprise's idea that "management is education", Chinese enterprises pay more attention to the cultivation of workers' ideological and political quality to ensure the socialist direction of enterprise development.

2.4 Comparison of management characteristics between Chinese and Japanese enterprises

2.4.1 Japanese enterprises' full participation in management

In terms of management form, Japanese enterprises show a kind of full participation

and. This kind of full participation is manifested in: (1) U-shaped (top-down, < P > bottom-up) decision-making is essentially a bottom-up management model.

before the decision is made, dredge it, consult opinions extensively, and the relevant personnel oppose

re-negotiation, with the aim of concentrating wisdom and full participation; (2) The division of responsibilities of employees

in Japanese enterprises is comprehensive, not confined to a specific range

. The responsibilities of employees in Japanese companies are all-round, which is different from that of western enterprises with specific tasks and responsibility areas, which also determines that all employees naturally participate in the process of managing < P >. (3) Japanese enterprises also attach great importance to

guiding the management efficiency of informal organizations in enterprises. There are many informal organizations in Japanese enterprises

, such as classmates' associations, hometown associations, etc. Enterprises

generally encourage and support the existence of these groups, and guide them to voluntarily organize

quality management groups, tackling key problems groups, rationalization suggestion groups, etc., and extensively

absorb them to participate in various management activities at all levels.

in the final analysis, the atmosphere of full-time participation in management in Japanese enterprises is

the establishment of lifelong employment system, which forms the so-called "labor-capital interests" or "luck" * *, which objectively promotes the concern of all employees for enterprise management,

management, development and prosperity.

2.4.2 management characteristics of enterprises in China

Chinese enterprises have unique management

characteristics due to cultural and institutional constraints. (1) Diversification of management objectives. Economic objective

is not the only pursuit of enterprise management in China, including ethical objective, political objective, personnel management and administrative objective, etc., which are all indispensable components of enterprise pursuit

, and even exceed the pursuit intensity of economic objective in a specific period; (2) The management activities of enterprises are politicized < P >. This is manifested in: on the one hand, enterprises are relatively independent economic entities < P > on the other hand, they are state-level administrative organizations; Ideological and political work

a main line of enterprise management; Enterprises not only have relatively independent authority, but also are controlled and influenced by relevant state departments. The enterprise leadership system includes

the ideological and political system of the Party committee, and the management means are not only economic, but also

political (such as political mobilization, administrative orders, ideological and political, etc.); (

In terms of the organizational model of management, it focuses on "personnel management". This

is manifested in the following aspects: the personnel department occupies a prominent and important position in the enterprise department system; Employees in enterprises not only care about production and management, but also care about

the cultivation of good interpersonal relationships, the maintenance of trust between superiors and subordinates, their own

strict social recognition, the development of friendship and trust, the promotion of prestige, etc., and the "interpersonal network effect" in enterprises is strong; Interpersonal factors often override other management factors (such as objectification, institutionalization, and scientific factors)

3 Some inspirations from the comparison of Chinese and Japanese corporate cultures

3.1 Attach importance to corporate culture and strengthen the cultivation of corporate philosophy

Corporate philosophy contains the values of an enterprise, that is, the behavior of a

industry in its long-term production and operation practice. Enterprise concept is a long-term and comprehensive value concept system. It shows a relatively stable

rational trend and cultural accumulation. Secondly, the enterprise concept also includes the enterprise

spirit, that is, the belief

unremitting pursuit formed by the enterprise group in the long-term production and operation. It is a long-term cultivation of a specific enterprise based on its own nature

tasks, purposes, requirements of the times and development direction

. It is the externalization of the enterprise value system. Third, the enterprise concept also

includes enterprise ethics, that is, an ethical awareness and moral price of enterprise behavior, as well as the professional ethics of enterprise employees.

research shows that only when the enterprise concept is regarded as the soul of the whole enterprise

, the enterprise