Chapter 30 Chapter 30 Corporate Culture and Values

1. The significance of shaping corporate culture and values Generally speaking, the construction of corporate culture can be divided into several aspects: cultural environment, values, heroes, etiquette and celebrations and cultural communication network.Among these aspects, values ​​or business philosophy is the core.Forming and cultivating an appropriate corporate philosophy and values, and being believed and practiced by employees, and then recognized by the society and its public is the key to the success of corporate culture construction. As long as it is an enterprise, no matter what type it is, it cannot escape the logical category surrounding the ultimate realization of the enterprise's core values.Corporate thinking is the main line of corporate culture, and corporate strategic planning is restricted by corporate thinking. Therefore, the research, planning and implementation of corporate strategy must pay equal attention to the shaping and promotion of corporate culture.

In the corporate culture system, whether it is cultural communication, organizational culture, management culture, etc., they cannot get rid of the basic point that must focus on the ultimate goal of realizing corporate value—core values.Therefore, corporate thinking is the concept of corporate survival and development, and is a subjective organism used to support and adjust the corporate value chain and is always in a dominant position; corporate strategy can only be an objective and artificial way for the corporate to achieve its ultimate value orientation. Deliberate technical planning. 2. Matters that should be paid attention to in shaping corporate culture and values

There are significant differences between corporate culture and individual units, as well as between individual unit quality and individual unit quality that make up enterprise productivity, and there are differences between stages and different stages of the environment that enterprises rely on for survival and their own conditions.Therefore, when shaping corporate culture and philosophy, we should pay attention to: (1) The difference in quality between the individual units that make up the productivity of the enterprise is composed of individual units from all directions that make up the productivity of the enterprise, and these individual units are different in quality due to the existence of differences in objective and subjective factors. They are uneven, so that the inevitable differences in outlook on life and values ​​are formed.The corporate concept support system established for the realization of the final value orientation of the enterprise is firstly to reduce and narrow the gap between the individual unit value and the final value orientation of the enterprise, so as to make it as close as possible to the overall macro consistency and consistency of the enterprise. Initiative, in order to meet and meet the needs of enterprise survival and macro-strategic development.

(2) Because corporate culture is a deliberate behavior concept that serves the company and has clear directionality and operability, it is essentially different from the passively formed individual unit culture in principle. Obviously, the latter's objective formation and dynamic factors It is not simpler than the former.Therefore, corporate values ​​and individual unit values ​​have significant differences in concept due to the differences in many internal and external contributing factors.Therefore, it is necessary to carry out indirect or direct quality improvement and integration among the individual units that make up the enterprise's productivity, so as to promote the development of productivity, so as to meet and meet the needs of the enterprise's competitive strategy.

(3) The continuous integration and innovation of the corporate culture itself and the surrounding advanced culture is to adapt to and meet the different needs of the company in the process of corporate strategic development in different periods, different environments and under different conditions. (4) Whether it is corporate culture, corporate strategy or general corporate planning, if it is divorced from the reality of the company, it loses its own value and significance. (5) The training of enterprises is even more so.The gap between technical mistakes and understanding of macro theory, chasing fame and fortune, high success, unrealistic and eager for success are the fundamental reasons why many companies have not had much effect after training.As long as it is an enterprise, no matter what type it is, since its establishment, it must have value orientation and business planning. erroneous decision-making and behavioral deviations.Therefore, the decision makers and main managers of enterprises must first strengthen their learning and reverse their subjective logic mistakes.

(6) The planning of corporate strategy is not applicable to or mechanically applied to enterprises of any size; however, the application of strategic thinking and strategic methods is not subject to any restrictions and constraints, and it is a must for enterprises of any size and conditions. All of them can be adapted to local conditions, flexibly used according to their own conditions and innovated and developed on this basis. To shape the corporate culture, we should first put forward a clear value, and on this basis, form the management principles and ideological system covering all aspects of the enterprise.

1. The level of corporate culture (1) Spiritual culture 1. Entrepreneurial spirit. 2. Enterprise purpose. 3. Business philosophy. 4. Values. 5. Management philosophy. 6. Code of ethics. 7. Corporate slogan. (2) Institutional culture 1. Operation scale: such as rapid expansion through scale operation, expanding market share and reducing costs. 2. Mode of operation: For example, through the group formed by the parent company or the subsidiary company, the advantages are complementary, and the market competitiveness and economies of scale are increased. 3. Governance form: such as managing the enterprise group through the elite team of entrepreneurs, and governing the enterprise according to law.

4. Interpersonal relationship: For example, establish a trusting and harmonious interpersonal relationship among superiors and subordinates, employees, and customers to achieve communication and understanding. 5. Management system: such as the combination of routine and exceptions, standardize routine management and make exception management flexible. 6. Incentive mechanism: such as the combination of incentives and constraints, with incentives as the main and constraints as the supplement; rewards as the main and punishment as the supplement. 7. Interest distribution: For example, the interests of enterprises and employees seek common ground while reserving minor differences, and tend to coexist and co-prosper.

(3) Material culture 1. Production or service: such as producing products with reliable quality and high performance-price ratio. 2. Working environment or factory appearance: such as office environment and business environment are clean, bright and comfortable. 3. Technical equipment: such as advanced and applicable equipment and machines. 4. Back-up service: such as providing thoughtful, proactive and convenient services to the clients. 5. Human resources: For example, through the whole process and lifelong training, all employees can reach the excellent level in the industry, so that they can make the best use of their talents.

6. Welfare treatment: For example, employees of the company obtain industry and local leading wages and welfare treatment through hard work. 2. Subsidiaries shape corporate culture strategy Platform solution 1: Inherit the corporate culture of the parent company. When the parent company and the holding company have a systematic corporate culture, the subsidiaries follow a unified corporate culture. advantage: 1. Take advantage of the corporate culture advantages of the parent company. 2. The operating cost of a unified corporate culture is low. shortcoming: 1. The culture of the parent company, whether good or bad, must be inherited and unified.

2. Difficult to develop the individuality and creativity of the subsidiary. This is suitable for situations where the parent company is strong and well-known. Platform solution 2: Create your own corporate culture. Create your own corporate culture model, which may be different from the corporate culture of the parent company. advantage: 1. Shape the corporate culture according to the characteristics of the subsidiary. 2. The individuality and creativity of the subsidiary can be brought into play. shortcoming: 1. The formation of original culture takes a long time and costs a lot. 2. It may not be innovative or fail (there is a risk). This is suitable for situations where there is a large difference in industry from the parent company, or when the subsidiary has strong strength. Platform solution 3: Establish a subculture in the corporate culture. Under the overall corporate culture model, establish a sub-state culture that seeks common ground while reserving minor differences.There is both unity and difference with the corporate culture of the parent company. advantage: 1. Taking into account the cultural interests of the parent company and the subsidiary company. 2. The risk of creating a subculture is small, and the operating cost is low. shortcoming: 1. The enthusiasm of lower-level enterprises has not been fully exerted. 2. It is suitable for use in group-type enterprise groups and under the general principle of compromise. Some well-known companies or distinctive corporate cultures: 1. IBM, USA ——Business philosophy: science, progress and excellence. ——Entrepreneurial spirit: IBM is the best service. ——Basic belief: respect for individuals, customer first, and pursuit of excellence. It can be summed up as a patriarchal corporate culture: As an employee, you must go all out and contribute to the company. The company's efforts and loyalty to employees provide generous salaries and benefits to reward employees and take care of them. 2. Panasonic Corporation of Japan ——Business philosophy: tap water philosophy, that is, the mission of industrial people is to make those valuable consumer goods as rich and cheap as tap water through production and reproduction, so as to provide them to the society endlessly, eliminate poverty, and turn the world into a paradise. ——Entrepreneurial spirit: serve the country through industry, be aboveboard, unite in harmony, strive upward, be courteous and humble, adapt to assimilation, and thank you for your kindness. ——Employee Creed: Only every member of the company cooperates with each other and sincerely unites to promote progress and development. 3. Mitsubishi family training ——Small intolerance leads to chaos and big plans, which is actually the policy of running a big business. ——Once you start a business, you must seek its success. — Absolutely no speculative business. ——Operating business on the basis of national concept. ——At any time, the idea of ​​sincere service should be maintained. ——Diligent and thrifty, self-sufficient, charitable to others. ——Carefully identify the skills of talents, in order to achieve the appropriate application. ——Be kind to subordinates, and distribute as much career benefits as possible to subordinates. ——Boldly start a business, be cautious and conservative. 4. Toyota Corporation of Japan ——Business philosophy: excellent products, excellent ideas, the Toyota of the world. -- Entrepreneurship: wringing water out of dry towels. 5. Hitachi, Japan ——Enterprise spirit: harmony, sincerity, and pioneering spirit. 6. McDonald's ——Business philosophy: QSC&V quality (Quality), service (Service), cleanliness (C1eanness), value (Value). ——Entrepreneurial spirit: beauty is in Hamburg. 7. Hewlett-Packard Company ——Respect personal value. 8. Hong Kong Goldlion Company ——Diligence, frugality, sincerity, faith. 9. Taiwan Acer Group (Acer) ——Business philosophy: global brand, combined with geography. ——Management mode; fast food restaurant model (main components produced in Taiwan, assembled and sold locally). ——Organizational structure: master-slave structure (marketing-oriented regional institutions, manufacturing-oriented strategic institutions, local partnerships, more than half of the equity). 10. Shanghai Jahwa Company ——Corporate mission: Dedicate high-quality products to help people realize a clean, beautiful and elegant life. ——Values: The greatest value lies in the satisfaction of customers, the realization of employees' self-worth and the progress of society. ——Business fields: Cosmetics, personal protection products and household protection products are the main business fields. ——Code of action: pragmatic, service, and enterprising. 11. Shenzhen Konka Group ——Entrepreneurial spirit: unity, pioneering, truth-seeking, and innovation. ——Corporate atmosphere: patriotism and factory, solidarity and cooperation, law-abiding, eager to learn and make progress. ——Management thinking: people-centered. ——Enterprise goal: build a first-class environment, practice first-class technology, create first-class products, and provide first-class services. ——Aim: quality first, reputation-based. 12. China Bicycle Company ——Business philosophy: Integrate concepts, enhance strength, strive for self-improvement, and repay the society. ——Value system: the concept of excellence, responsibility, performance, quality, creativity and practice. 13. Beijing Tianan Company ——Entrepreneurial spirit: everything is for the happiness and safety of people all over the world. ——Corporate Creed: Innovation, Adventure, Strength, Morality, Worry. ——Business strategy: corporate culture, scientific research groups, international operations, land to the tiller. ——Management strategy: people-oriented, equal wealth, difference, time-honored brand. 14. Sendy Consulting ——Entrepreneurial spirit: serve the "people" of the society with the "people" of the enterprise. ——Enterprise purpose: to develop together with the society through property. ——Business philosophy: People and properties add value together, and the company and owners share benefits. ——Value concept: Reducing management costs and prolonging property life means increasing social wealth. ——Corporate slogan: Let the properties become a community family. ——Overview of corporate culture model: Shaping corporate culture with an elite team Cultivate excellent employees with corporate culture Create a management brand with excellent employees Promoting scale development with quality management Pursue enterprise benefits with scale expansion Gather excellent talents with enterprise benefits