As a management philosophy, corporate culture is people-centered, which is essentially different from the traditional material-centered management thought. Internally speaking, an enterprise is not a machine that simply manufactures products and pursues profits, but a big family that allows employees to give full play to their talents, realize their career pursuit and live in harmony. From the outside of the enterprise, the relationship between enterprise and society is not a simple commodity exchange. The ultimate goal of enterprise production and operation is to meet the needs of the broad masses of people and promote the development of human society. Akio Morita, the founder of Sony, said: "Our employees dominate the fate of the company! People-centered work is our true meaning. " "People-oriented" is embodied in three aspects: respecting, understanding and caring for people.
An official of the American Public Agenda Foundation for Respect for the People pointed out that employees now put forward 10 requirements for their work, and the original hottest issue-ensuring high salary and generous benefits-is no longer among these 10 requirements. In other words, the needs of employees have changed from material needs to spiritual needs. Therefore, as the leader of an enterprise, we should understand that people don't just work for money, and we must never think that only wages are the only effective weapon to arouse people's enthusiasm for work. To know how to make people work hard, we should also sincerely invite them into the big family of the company and respect them like every family member.
Understanding people means understanding and being familiar with employees' physiology, psychology, knowledge structure, technical ability, family life and personal needs, and understanding their thoughts and behaviors. The premise of understanding is communication and communication with employees. In order to strengthen communication and friendship with employees, leaders of many enterprises establish partnerships, have lunch with workers and personally participate in various cultural and sports activities organized by the company.
Concerned business leaders should know more about employees' needs and difficulties, help employees solve practical problems as much as possible, give care and consideration, and let employees fully feel the warmth of the corporate family.
Second, the principle of "unity of knowledge and action"
Excellent culture can't grow naturally in enterprises, it must have a process of refining, shaping and carefully cultivating. In this process, we must first arm employees' minds with the culture advocated by enterprises, which is a process of "knowing". At the same time, we should strive to practice corporate culture in the production and operation of enterprises, which is a "doing" process. Only the unification of these two processes can make employees form the same cultural concept and code of conduct.
Strong indoctrination, increase publicity, and strong indoctrination of enterprise employees, so that everyone can be familiar with and master corporate culture such as enterprise spirit, business philosophy, values, quality concept, and principles of employing people. And gain psychological recognition, which is an essential link in the construction of corporate culture. There are many ways to indoctrinate enterprises, such as blackboard newspaper, slogan, conference, enterprise newspaper, radio and television, internet, cultural and sports activities, competitive events, etc., and make unremitting efforts for a long time.
Through continuous publicity, education, learning and recognition, the employees of the enterprise form a preliminary concept. In order to consolidate and further deepen this idea, it needs to be formally turned into the behavior of every employee through various mechanisms. Moreover, corporate culture is not an empty theoretical culture, but a practical culture with strong practicality. Its ultimate goal is to achieve the goal of maximizing enterprise profits through good management. Therefore, in the construction of corporate culture, enterprises must not just talk but do nothing, or say one thing and do another. They should take positive actions to introduce and improve various support systems for practicing corporate culture concepts.
Third, the principle of "leading by example"
Leading cadres are both designers and contractors of corporate culture. Whether an enterprise's culture can really be established depends not only on the perfection of its design scheme, but also on the quality of its implementation and maintenance. Specifically, leading cadres should do two things well.
Leading cadres of stomatology and stomatology enterprises should bear the responsibility of "missionaries". Some people say that China people have many opportunities. In fact, there are more opportunities for multinational companies and many training opportunities for foreign companies. The main content of training is corporate culture, and the company's top management should teach in person. Bill from Microsoft in the United States? No matter how busy Gates is, he gives lectures to employees several times a month. When business schools run by multinational companies such as Motorola start classes in China, company bosses will also give lectures. The purpose of this is to instill corporate culture in employees and let employees identify with corporate culture.
In enterprises, everyone knows how to judge whether the practices of leading cadres are consistent with the principles they preach. When Pollard first joined SeviceMaster as senior vice president, his first task turned out to be to go to the hospital and clean the corridors, wards and even toilets and washrooms with the logistics team. SeviceMaster requires every manager to spend time doing some lower-level work within his jurisdiction, and set aside a day every year to serve customers on the front line, regardless of the position. This is the art of leadership that the times need-when a leader takes the lead by serving others, the leader becomes an example for employees to learn. China people talk about "upward mobility, downward mobility", and the corporate culture concepts such as spirit, values, management policies and moral standards advocated by leading cadres can only be convinced, supported and imitated by employees when they meticulously practice their work style and social behavior.
Fourth, the principle of "both internal and external training"
A good product is not necessarily a good product, but a good product must be a good product. So if you want to make your company's products excellent, you must strengthen internal management and improve product quality. This is a process of practicing internal strength. At the same time, today's society is no longer an era when wine is not afraid of deep alleys. Enterprises must also pay attention to shaping a good external image, so that the public can buy your products on the basis of understanding, recognition and love, thus realizing the transformation from products to commodities.
Starting from the long-term interests of enterprises, corporate culture construction should first be based on the inside of enterprises, reduce costs and internal friction, and produce newer and better products. For example, Motorola implements "Six Sigma" and Six Sigma goals in quality management, which means that only three to four parts per million are allowed to fail. The quality problem is not only the technical content, but also the quality concept and quality consciousness of employees. Zhang Ruimin of Haier smashed 76 refrigerators in that era when everyone was willing to buy. Since then, Haier people have never argued about whether unqualified products should leave the factory.
External image-building, that is, corporate image design, refers to consciously and systematically showing and disseminating the various characteristics of an enterprise to the public, so that the public can have a standardized and differentiated impression and understanding of a specific enterprise in the market environment, so as to better identify and leave a good impression on the enterprise. The value of corporate image is not reflected in commodities, but in the culture about commodities. As we all know, McDonald's is just a fast food, two steamed buns and a beef pie. Why can it be so popular in the world and establish a beautiful corporate image in the minds of consumers and the public? The reason lies in its business philosophy and food culture with quality, service, value and cleanliness as its content.