New Experience Of Enterprise Management Culture

Last paragraph

In recent years, due to the idea of strengthening and expanding enterprises and sustainable development, corporate culture has become a hot topic of social concern.

Corporate culture is a very broad concept, including corporate culture and strategy.

Such a broad corporate culture content, an enterprise in 3~5 years time is difficult to achieve, it is also difficult to locate, but if the company grows bigger, it can make consumers understand the cultural positioning of enterprises more clearly.

For example, Guizhou Moutai has a long history, strong smell, and healthy fashion. With the phrase: "Moutai drinks without drinking, Moutai drinks can be healthy", the "Moutai liquor" corporate culture is positioned as a long history of healthy drinks.

Think of it, "Moutai liquor" has been more than 100 years old since its birth.

Therefore, culture is a kind of accumulation, and corporate culture is a historical accumulation of enterprise management and brand.

In recent years, because of the excellent management system and excellent corporate culture of western enterprises, I have read many books about corporate management and corporate culture in Europe, America, Japan, Korea and Hong Kong and Taiwan.

In my mind, sometimes I get confused and confused. Why? Because western corporate culture is in the western social and cultural environment. The corporate culture of Japan and Korea is grown in the social and cultural soil of Japan and South Korea. Every ethnic culture has the perspective of every ethnic group and the way of looking at the world. So the management system and enterprise culture of the western and Japanese and Japanese enterprises are only applicable to their domestic enterprises, and it is definitely not feasible to copy them to China.

This is the reason why we must combine the "Marx doctrine theory with the practice of Chinese revolution". Therefore, the construction of Chinese enterprise culture must combine the most common and excellent part of western enterprise management culture with the practice of our enterprise development before we can create our own enterprise culture.

But each enterprise's corporate culture is different. Every enterprise makes consumers feel different, different and characteristic in society. Consumers remember the characteristic enterprises and brands, and consume the products of the company for a long time. Such enterprises can be called a better corporate culture.

I prefer Mr. Li Jiacheng's understanding of the construction of Chinese enterprise culture. He said: "I combine Chinese philosophy with western management system to manage enterprises. I use western management system to be strict with enterprises. I use Chinese philosophic thoughts to be more humane for business people."

As the richest Chinese, I think this is his experience of doing business for decades.

In recent years, some entrepreneurs have proposed to the author how to understand the new thinking and new methods of enterprise culture construction. I recall my experience of participating in the management of state-owned enterprises, private enterprises and Sino foreign joint ventures these years, and I have some experience in the new thinking of the new thinking of enterprise management culture.

The new word for new thinking of enterprise management culture is not "fresh pattern" but "new return".

Such an organization is based on profit and its function is profit. All "new thinking" should be carried out around the maximization of corporate profits and shareholders' interests.

Of course, if we have profits, we should also consider giving back to society.

The ultimate goal of enterprise management is survival and development.

Enterprises can not survive without profits. Enterprises can not be profitable without development.

To lose profits and talk about what enterprise management culture is, it is a deceit. If management is not good enough for the development and cash flow of enterprises, it is called management.

People who do business know that the survival and development of enterprises are four words: "business management", and some people call it "internal diplomacy".

Management is internal affairs and management is diplomacy.

Entrepreneurs and professional managers are different in dealing with "internal affairs and diplomacy". Entrepreneurs' internal affairs (including the contents of the online letter) are: internal management and rules of the game, diplomatic management of enterprise strategy and resource platform; professional managers' internal affairs and diplomacy are: internal management cost, revenue and profit, diplomatic management customers, target market and brand building.

Entrepreneurs and professional managers must work in a division of labor, do not manage misplacement, lose their strategic and tactical positions, lose people, and in the call for "people-oriented" China, losing people and facing crises will not deal with crises. Enterprises must go bankrupt. Bankrupt enterprises can not talk about cultural construction.

Entrepreneurs, like scientists and philosophers, are simply making complex things (Management Culture) easy to operate.

The provisions of the enterprise management system are implemented, and the easier it is to remember, the better, rather than reporting, decorating the facade and deceive the society and superiors.

Enterprise management culture should establish a "dynamic circulation balance".

It is impossible to expect to have rules and regulations that will be managed for years and once and for all.

Management system should change with the change of enterprise management culture, but core culture can not be changed.

What is the core culture of business management? It is cost, profit, revenue and brand culture.

The so-called enterprise innovation culture is actually a combination of technology, elements, products, systems, mechanisms, resources, processes and so on.

As managers, we carefully observe the existing technologies, elements, products, systems, mechanisms, resources and processes of various industries, and have carried out some ingenious horizontal pplants and combinations, sometimes achieving unexpected innovative effects.

Entrepreneurs are the majority of perceptual culture, but there must be a correct perceptual goal to judge "the right thing"; and professional managers (managers) are the majority of rational culture, who have a set of rational knowledge and professional standards, but only do "good things".

If the entrepreneur judges wrong, the professional manager will finish the wrong thing until the enterprise is bankrupt. If the entrepreneur judges correctly, the professional manager will do the right thing well and make the enterprise strong.

When it comes to enterprise competition culture, most people talk about "turtle and rabbit race" and die for life. In fact, with the development of the times, the competition culture of enterprises has evolved into a competition culture. That is: on the land, the rabbit runs on the tortoise, and the tortoise carries the rabbit swimming in the water to reach the final point and achieve win-win cooperation.

Large enterprises study culture, Chinese enterprises study strategies, and small businesses study and survive, each has its own scale and choice.

However, large enterprises must stick to the management culture and management process of small and medium-sized enterprises, so as to flatten the organization, smooth the information and make decisions more quickly. SMEs must also take a long look at them, prepare enterprise strategies and corporate culture, and make enterprises stronger, bigger and longer.