"Sister Lingjun, I still have an idea." Zhao Weidong said cautiously.

Zhao Weidong knows that it is not difficult to establish an enterprise, but it is difficult to establish a cohesive, attractive and core competitiveness of the enterprise.

Corporate culture is the sum of management ideas, management methods, management theories, group consciousness and corresponding thinking and behavioral norms formed in the process of long-term production, operation, construction and development of enterprises.

It is a set of behaviors advocated by the leadership of the enterprise and abided by by the cultural tradition and continuous innovation, which is embodied in the corporate values, business philosophy and behavioral norms, and penetrates into all fields and all time and space of the enterprise.

Its core content is the cultivation of corporate values, enterprise spirit and business philosophy, and the improvement of the ideological and moral outlook of enterprise employees.

Through the construction and implementation of corporate culture, the humanistic quality of enterprises can be optimized, in the final analysis, it is to promote the improvement of enterprise competitiveness, promote the growth of economic benefits of enterprises, and the positive role of corporate culture in the formation of internal cohesion and external competitiveness of enterprises has attracted more and more attention. Enterprise competition is essentially enterprise competition.

In the face of new challenges and new opportunities for global economic integration, enterprises should lose no time in building corporate culture, proceed from reality, formulate corresponding action plans and implementation steps, and strive to develop and innovate.

"Chairman, what do you think, you say." Suzukun said expectantly.

"Sister Lingjun, in order to form internal cohesion and external competitiveness of each consortium, I think we must build a corporate culture with our own characteristics." Zhao Weidong put forward his own idea.

"Chairman, what is the specific role of establishing a corporate culture?" Suling-kun asked curiously.

"The specific roles are: guiding, sowing an idea, cultivating a behavior, and thus reaping a result; To solve the problems of people's concepts, feelings, emotions and attitudes, it is necessary to rely on corporate culture; Cohesion, sense of identity - cohesion, enhance the sense of belonging of employees, break down departmental barriers, reduce the cost of collaboration, and integrate the enterprise into a unified and coordinated whole, relying on corporate culture; Normative role, corporate culture, as a psychological constraint, can standardize behavior and replace part of the formal constraints; The incentive effect can reduce the high cost of material incentives and system standardization and supervision, and reduce management costs; Social impact, the construction of corporate culture helps enterprises to become excellent members of society, and has a positive impact on society and even the environment. Zhao Weidong explained.

"Chairman, what is the construction of corporate culture? Does the construction of corporate culture really have the role you said, and can form the internal cohesion and external competitiveness of the enterprise? Suzu-kun asked in surprise.

To be honest, Di Lingjun has been engaged in financial investment and enterprise management for so many years, and has never heard the statement of corporate culture construction.

His younger brother, why do you always have so many different ideas, but the facts have proved that he is right, like the previous quality management system implemented in the group's affiliated enterprises, although many developed countries have similar quality management requirements, but the quality management system proposed by his younger brother is not a series at all, the established system, completely standardizes the management behavior of the enterprise, is a very scientific and advanced management system.

But the corporate culture proposed now obviously has little to do with the operation and management of the enterprise, is it really necessary to do it? Could it be that the direction of her brother's consideration is skewed, she believes that no one in the world has this idea yet, she has never heard of it or read it in management books.

In this regard, she expressed doubts about Zhao Weidong's statement.

"Sister Lingjun, it can be said that the corporate culture is the mission, vision, purpose, spirit, values and business philosophy of the organization, which is gradually formed in the production and operation practice of the enterprise, recognized and abided by by all employees, and the sum of the embodiment of these concepts in the production and operation practice, management system, employee behavior mode and the external image of the enterprise." Zhao Weidong further explained.

In the early 80s, Terrence Deere, a professor at the Harvard Graduate School of Education in the United States, and Alan Kennedy, a consultant at Coles International Consulting, accumulated a wealth of information in the long-term research on business management.

In 6 months, they conducted a detailed investigation of 80 enterprises and wrote the book "Corporate Culture-Customs and Etiquette for Enterprise Survival".

The book was published in July 1981 and was later rated as one of the 10 most influential management monographs in the 80s of this century, and became a classic work on corporate culture.

It is rich in examples that outstanding and successful companies have a strong corporate culture, which is a code of conduct that is followed by all employees, but is often a natural convention rather than a written code; There are a variety of rituals and customs that are used to propagate and reinforce these values.

So it's normal that she doesn't know.

"Chairman, listen to your explanation, it turns out that this corporate culture still has such a profound connotation, and it is closely related to enterprise management." Ji Lingjun suddenly realized.

"The construction of corporate culture is a systematic project, which is an indispensable competitive magic weapon for the development of modern enterprises; An enterprise without corporate culture is an enterprise without a future, and an enterprise without faith is an enterprise without hope; In this sense, the construction of corporate culture is not only the internal need for the survival and development of enterprises under the conditions of market economy, but also an important aspect of realizing management modernization; To this end, we should start from the actual development of modern enterprises, establish a scientific outlook on development, pay attention to the way of management, cultivate the spirit of enterprise, shape the corporate image, optimize the internal and external environment of the enterprise, and make every effort to create a corporate culture with its own special system, so as to provide power and guarantee for the rapid development of the enterprise. Zhao Weidong further meditated.

Zhao Weidong knows that it is the corporate culture - this non-technical, non-economic factor that leads to the generation of these decisions, the appointment and dismissal of personnel in the enterprise, and the behavior of employees, clothing and hobbies, living habits, in two other conditions are almost the same in the enterprise, due to the strength of its culture, the consequences of the development of the enterprise are completely different.

Corporate culture is the genetic code of an enterprise organization, and it is a decisive factor that directly determines whether an enterprise can develop sustainably and stably and achieve a healthy and long life.

If the corporate culture of an enterprise is strong, it can directly promote and promote the sustainable stability of the enterprise and ensure the health and longevity of the enterprise; If its corporate culture is decadent, it will not only not play a positive role in the development of the enterprise, but on the contrary, it will hinder the development of the enterprise, and even push the enterprise on the road of collapse and short-lived.

Some people may say, "I don't engage in corporate culture, and I don't want corporate culture." I don't want its positive effects, and its negative hindrance effects can also be avoided. ”

But corporate culture doesn't just exist after it's purpose-built, just like no one can choose whether or not you want to be genetic. As long as any enterprise exists continuously for a long enough time, it is enough to form a common way of thinking and acting habits, so that a value concept rises to a dominant position in the enterprise organization, and it will also form its unique corporate culture if it does not build a corporate culture independently.

What people can do is to design the corporate culture independently and build a strong corporate culture that can promote and promote the sustainable and stable development of the enterprise; Or transform the existing corporate culture to develop it into a strong corporate culture to ensure that it can play a positive role in the existence and development of the enterprise.

"Chairman, it's so important to build a corporate culture, but how to build it?" Suzu-kun asked.

Seriously, through Zhao Weidong's detailed Zen description, Ji Lingjun is also a very talented person with management skills, and immediately felt the value of establishing a corporate culture, and she immediately contacted the world's well-known enterprises after analysis.

She found that all the enterprises that can prosper for a long time and continue to grow and develop, and survive tenaciously in the world-class economic crisis, and develop rapidly after the crisis, have very significant characteristics, enterprises are very focused on the satisfaction of employees' personal value and psychological needs, and employees also recognize the core values of the enterprise, so the enterprise is very cohesive, and also has a strong ability to resist market risks, in order to survive and develop for a long time.

It's just that up to now, no expert has summarized and sublimated this phenomenon into corporate culture, and I didn't expect his younger brother to be so talented that he can see the essence through the phenomenon, and dig out the unique corporate culture that exists in excellent enterprises and has been enriched and perfected for a long time, and learn from and promote.

By consciously establishing their own consortium corporate culture, we have effectively overcome the unfavorable factors that excellent corporate culture is enriched and perfected through long-term business management practice and countless tuition fees, forming a long cycle of corporate culture.

The passive formation of corporate culture is certainly different from the cycle of actively establishing corporate culture, and the active establishment has a stronger pertinence, stronger purpose, and can take fewer detours or no detours, and greatly shorten the cycle of forming corporate culture.

The significance and value of this for the newly established consortium and enterprise is self-evident, and his younger brother is really talented to be able to make the consortium develop rapidly and steadily.

"Sister Lingjun, I still have an idea." Zhao Weidong said cautiously.

Zhao Weidong knows that it is not difficult to establish an enterprise, but it is difficult to establish a cohesive, attractive and core competitiveness of the enterprise.

Corporate culture is the sum of management ideas, management methods, management theories, group consciousness and corresponding thinking and behavioral norms formed in the process of long-term production, operation, construction and development of enterprises.

It is a set of behaviors advocated by the leadership of the enterprise and abided by by the cultural tradition and continuous innovation, which is embodied in the corporate values, business philosophy and behavioral norms, and penetrates into all fields and all time and space of the enterprise.

Its core content is the cultivation of corporate values, enterprise spirit and business philosophy, and the improvement of the ideological and moral outlook of enterprise employees.

Through the construction and implementation of corporate culture, the humanistic quality of enterprises can be optimized, in the final analysis, it is to promote the improvement of enterprise competitiveness, promote the growth of economic benefits of enterprises, and the positive role of corporate culture in the formation of internal cohesion and external competitiveness of enterprises has attracted more and more attention. Enterprise competition is essentially enterprise competition.

In the face of new challenges and new opportunities for global economic integration, enterprises should lose no time in building corporate culture, proceed from reality, formulate corresponding action plans and implementation steps, and strive to develop and innovate.

"Chairman, what do you think, you say." Suzukun said expectantly.

"Sister Lingjun, in order to form internal cohesion and external competitiveness of each consortium, I think we must build a corporate culture with our own characteristics." Zhao Weidong put forward his own idea.

"Chairman, what is the specific role of establishing a corporate culture?" Suling-kun asked curiously.

"The specific roles are: guiding, sowing an idea, cultivating a behavior, and thus reaping a result; To solve the problems of people's concepts, feelings, emotions and attitudes, it is necessary to rely on corporate culture; Cohesion, sense of identity - cohesion, enhance the sense of belonging of employees, break down departmental barriers, reduce the cost of collaboration, and integrate the enterprise into a unified and coordinated whole, relying on corporate culture; Normative role, corporate culture, as a psychological constraint, can standardize behavior and replace part of the formal constraints; The incentive effect can reduce the high cost of material incentives and system standardization and supervision, and reduce management costs; Social impact, the construction of corporate culture helps enterprises to become excellent members of society, and has a positive impact on society and even the environment. Zhao Weidong explained.

"Chairman, what is the construction of corporate culture? Does the construction of corporate culture really have the role you said, and can form the internal cohesion and external competitiveness of the enterprise? Suzu-kun asked in surprise.

To be honest, Di Lingjun has been engaged in financial investment and enterprise management for so many years, and has never heard the statement of corporate culture construction.

His younger brother, why do you always have so many different ideas, but the facts have proved that he is right, like the previous quality management system implemented in the group's affiliated enterprises, although many developed countries have similar quality management requirements, but the quality management system proposed by his younger brother is not a series at all, the established system, completely standardizes the management behavior of the enterprise, is a very scientific and advanced management system.

But the corporate culture proposed now obviously has little to do with the operation and management of the enterprise, is it really necessary to do it? Could it be that the direction of her brother's consideration is skewed, she believes that no one in the world has this idea yet, she has never heard of it or read it in management books.

In this regard, she expressed doubts about Zhao Weidong's statement.

"Sister Lingjun, it can be said that the corporate culture is the mission, vision, purpose, spirit, values and business philosophy of the organization, which is gradually formed in the production and operation practice of the enterprise, recognized and abided by by all employees, and the sum of the embodiment of these concepts in the production and operation practice, management system, employee behavior mode and the external image of the enterprise." Zhao Weidong further explained.

In the early 80s, Terrence Deere, a professor at the Harvard Graduate School of Education in the United States, and Alan Kennedy, a consultant at Coles International Consulting, accumulated a wealth of information in the long-term research on business management.

In 6 months, they conducted a detailed investigation of 80 enterprises and wrote the book "Corporate Culture-Customs and Etiquette for Enterprise Survival".

The book was published in July 1981 and was later rated as one of the 10 most influential management monographs in the 80s of this century, and became a classic work on corporate culture.

It is rich in examples that outstanding and successful companies have a strong corporate culture, which is a code of conduct that is followed by all employees, but is often a natural convention rather than a written code; There are a variety of rituals and customs that are used to propagate and reinforce these values.

So it's normal that she doesn't know.

"Chairman, listen to your explanation, it turns out that this corporate culture still has such a profound connotation, and it is closely related to enterprise management." Ji Lingjun suddenly realized.

"The construction of corporate culture is a systematic project, which is an indispensable competitive magic weapon for the development of modern enterprises; An enterprise without corporate culture is an enterprise without a future, and an enterprise without faith is an enterprise without hope; In this sense, the construction of corporate culture is not only the internal need for the survival and development of enterprises under the conditions of market economy, but also an important aspect of realizing management modernization; To this end, we should start from the actual development of modern enterprises, establish a scientific outlook on development, pay attention to the way of management, cultivate the spirit of enterprise, shape the corporate image, optimize the internal and external environment of the enterprise, and make every effort to create a corporate culture with its own special system, so as to provide power and guarantee for the rapid development of the enterprise. Zhao Weidong further meditated.

Zhao Weidong knows that it is the corporate culture - this non-technical, non-economic factor that leads to the generation of these decisions, the appointment and dismissal of personnel in the enterprise, and the behavior of employees, clothing and hobbies, living habits, in two other conditions are almost the same in the enterprise, due to the strength of its culture, the consequences of the development of the enterprise are completely different.

Corporate culture is the genetic code of an enterprise organization, and it is a decisive factor that directly determines whether an enterprise can develop sustainably and stably and achieve a healthy and long life.

If the corporate culture of an enterprise is strong, it can directly promote and promote the sustainable stability of the enterprise and ensure the health and longevity of the enterprise; If its corporate culture is decadent, it will not only not play a positive role in the development of the enterprise, but on the contrary, it will hinder the development of the enterprise, and even push the enterprise on the road of collapse and short-lived.

Some people may say, "I don't engage in corporate culture, and I don't want corporate culture." I don't want its positive effects, and its negative hindrance effects can also be avoided. ”

But corporate culture doesn't just exist after it's purpose-built, just like no one can choose whether or not you want to be genetic. As long as any enterprise exists continuously for a long enough time, it is enough to form a common way of thinking and acting habits, so that a value concept rises to a dominant position in the enterprise organization, and it will also form its unique corporate culture if it does not build a corporate culture independently.

What people can do is to design the corporate culture independently and build a strong corporate culture that can promote and promote the sustainable and stable development of the enterprise; Or transform the existing corporate culture to develop it into a strong corporate culture to ensure that it can play a positive role in the existence and development of the enterprise.

"Chairman, it's so important to build a corporate culture, but how to build it?" Suzu-kun asked.

Seriously, through Zhao Weidong's detailed Zen description, Ji Lingjun is also a very talented person with management skills, and immediately felt the value of establishing a corporate culture, and she immediately contacted the world's well-known enterprises after analysis.

She found that all the enterprises that can prosper for a long time and continue to grow and develop, and survive tenaciously in the world-class economic crisis, and develop rapidly after the crisis, have very significant characteristics, enterprises are very focused on the satisfaction of employees' personal value and psychological needs, and employees also recognize the core values of the enterprise, so the enterprise is very cohesive, and also has a strong ability to resist market risks, in order to survive and develop for a long time.

It's just that up to now, no expert has summarized and sublimated this phenomenon into corporate culture, and I didn't expect his younger brother to be so talented that he can see the essence through the phenomenon, and dig out the unique corporate culture that exists in excellent enterprises and has been enriched and perfected for a long time, and learn from and promote.

By consciously establishing their own consortium corporate culture, we have effectively overcome the unfavorable factors that excellent corporate culture is enriched and perfected through long-term business management practice and countless tuition fees, forming a long cycle of corporate culture.

The passive formation of corporate culture is certainly different from the cycle of actively establishing corporate culture, and the active establishment has a stronger pertinence, stronger purpose, and can take fewer detours or no detours, and greatly shorten the cycle of forming corporate culture.

The significance and value of this for the newly established consortium and enterprise is self-evident, and his younger brother is really talented to be able to make the consortium develop rapidly and steadily.