Is the essence of enterprise competition cultural competition or talent competition?

Positive debate (different debaters choose appropriate content to debate):

First, the construction of corporate culture is the magic weapon for the survival of enterprises.

Although the nature, situation and environment of countries, regions and enterprises in the world are different, the problem of solving the development of enterprises is the same, that is, establishing corporate culture in the new century. Strengthening the construction of enterprise culture is the most important development trend of enterprise management in the world today, which is conducive to comprehensively improving the quality of employees, enhancing the cohesion and competitiveness of enterprises, and consolidating the foundation of scientific development and building a harmonious economic society. Practice has proved that successful enterprises are always closely linked with successful corporate culture, and excellent enterprises all have excellent corporate culture. On the surface, enterprise competition is product competition, and behind it is the contest of enterprise culture; The contest entity of corporate culture is the high-quality employees of the enterprise, and the high-quality employees of the enterprise come from the perfect employment mechanism and good employment environment, which are the real contents of corporate culture. Building corporate culture is the fundamental guarantee to create a harmonious corporate atmosphere and an excellent business environment, so as to ensure the stable and healthy development of enterprises.

Second, the construction of corporate culture is the internal driving force for the development and growth of enterprises.

Corporate culture construction is a complex systematic project, and its structure can be summarized as corporate spiritual culture, corporate behavioral culture and corporate material culture. Starting from the reality of building a modern socialist enterprise, we should study the role of corporate culture in a multi-level and all-round way, especially its positive role in enterprise reform and development. Only in this way can we build corporate culture, develop corporate culture and enhance corporate competitiveness in practice.

Excellent corporate culture plays an important role in enterprises: first, corporate culture has a cohesive effect. Corporate culture is a kind of "adhesive", which can closely bond and unite employees, so that employees have clear goals and keep pace. Secondly, corporate culture has a guiding role. Enterprise core values and enterprise spirit play an invisible guiding function, which can provide enterprises with long-term significance and a wider range of correct directions and important methods, thus unifying the will of enterprises and individuals and making enterprises develop faster, better and more stably. Third, corporate culture has an incentive effect. The cultural atmosphere and value orientation formed by corporate culture is a kind of spiritual encouragement. Mobilizing the enthusiasm and initiative of employees and tapping their potential are not only for the development of enterprises, but also for the realization of employees' own values and the all-round development of employees. Fourth, corporate culture has a binding role. What not to do and what not to do in enterprise behavior is the result of the "soft" constraint of enterprise culture and enterprise spirit, and it is an immune function. Binding force can improve employees' consciousness, enthusiasm, initiative and self-discipline, make employees clear the meaning and methods of work, and thus improve their sense of responsibility and mission.

Corporate culture is essentially a competitive culture and the source of corporate competitiveness. In this kind of competition, the reputation, image, brand and popularity of enterprises have become immeasurable intangible assets, occupying a very significant position in the market competition. In this sense, the competition of modern enterprises is, in the final analysis, the competition of corporate culture. Therefore, enterprise competition is actually the cultural competition behind corporate image display, product advertising and social public relations activities. The purpose of building enterprise culture is to improve the core competitiveness of enterprises and pursue good enterprise benefits. Enterprises must attach importance to cultural strategy, win the market with culture and promote the development of enterprises with corporate culture, which is the key factor to improve the core competitiveness of enterprises.

Third, the construction of enterprise culture is the key factor of enterprise core competitiveness.

With the transformation of China's economic development mode and the acceleration of its full participation in the process of economic globalization, China enterprises are facing unprecedented development opportunities and challenges. In the face of new opportunities and challenges, whether enterprises can quickly change their concepts and mechanisms depends on corporate culture. In order to seize opportunities, win challenges and realize leap-forward development, enterprises urgently need to build advanced corporate culture, stimulate their creative vitality, enhance their cohesion and centripetal force, promote their management innovation and enhance the competitiveness of their products and services.

Positive argument:

Nowadays, corporate culture has increasingly become an important source of corporate cohesion and creativity, and has increasingly become the focus of competition among enterprises, especially large enterprises. Experts from RAND Corporation of the United States have concluded that the fundamental reason why the world's top 500 companies outperform other companies is that these companies are good at injecting vitality into corporate culture.

Practice has proved that enterprise culture is an advanced modern enterprise management theory and model based on people, and it is an important part and forming factor of enterprise core competitiveness. To build enterprise culture, we must take strengthening the core competitiveness and promoting the development of enterprises as the starting point and the end result. Through corporate culture, we will form the ideological foundation of * * *, unite employees, build a strong team, promote technological innovation, system innovation and management innovation of enterprises, and provide strong support for enterprises to participate in market competition and become stronger and bigger. People-oriented is the core of Scientific Outlook on Development and the essence of corporate culture. We should seriously study the characteristics and laws of corporate culture construction under the new situation, use Scientific Outlook on Development to guide the management mechanism of corporate culture, innovate and explore new ways and methods, so as to enrich the connotation of corporate culture, make the forms of communication more characteristic of the times, make the methods and means more popular with the masses, and make corporate culture construction reach a new level.

Counterargument: culture is created by people, and only excellent people can create excellent culture. Excellent talents create culture, and culture cultivates talents. As dialectics says, people are the main factor, and corporate culture is just a written explanation summed up in the development process. People are concrete implementers, and a good corporate culture without people is also empty talk. The relationship between theory and practice, corporate culture is theory, people are the main body responsible for specific practice, and corporate culture only plays a guiding role for people.

The tone of attitude must be: this company has excellent talents and excellent culture. (This is the core logic) We can find any example to support our point of view. You can also use positive examples. No matter what examples they give, they have to ask, are these things made by "people"? )

Counterparty defense:

Creative people can create and change cultures, while talented people can create cultures and turn bad cultures into excellent ones. Talented people without virtue will make excellent culture worse. Do you know the great greed in Qianlong period? He can be said to be a talented person, but his * * led to a bad behavior. People without virtue and talent have no culture at all.

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Counterparty argument:

Establishing a people-oriented, performance-based corporate culture and assessment system not only entrusts outstanding employees with heavy responsibilities, but also requires careful, patient and long-term training, and constantly gives spiritual and material incentives, which is an important factor for enterprises to defeat their opponents and maintain their success forever. Talents are the eternal core competitiveness of enterprises. With a group of excellent management talents, enterprises can be evergreen in the fierce business war. The core and essence of enterprise product, service and technology competition is, in the final analysis, talent competition.

(Supplementary information on active debate)

Since the reform and opening up, China's corporate culture construction has made great achievements in theory and practice, which has played a positive role in building Socialism with Chinese characteristics and promoting national economic development. In today's era of knowledge economy, the important role of corporate culture in enterprise market competition has attracted people's attention and discussion. The topic of our debate today is "Is the essence of enterprise competition cultural competition or talent competition?" It is based on this background. First of all, what is the culture in our enterprise competition? The sum total of enterprise value system, basic beliefs and enterprise organizational behavior norms established in long-term production and operation activities, which are generally recognized and followed by all employees of the enterprise. What is talent? Talents are people who have certain knowledge and skills and contribute to the development of enterprises. We judge what the essence of enterprise competition is, in fact, to see who plays the key role in the internal and external aspects of enterprise competition and what is the core competitiveness of enterprises. Then let's take a look at what enterprises compete in both internal and external aspects.

First of all, in enterprises, we say that an excellent and successful enterprise must have efficient operation ability, and enterprises with low operation ability will be eliminated in the market competition! Where does the operational power come from? This depends on the organizational structure, strategic management, management style and management thought of the enterprise. Generally speaking, it is the management culture of the enterprise. If the enterprise is compared to a person, the management culture of the enterprise is like a person's skeleton, which is the infrastructure of the whole enterprise management operation. What is the essence of competition when enterprises face the same resources? Who can optimize resource allocation? The biggest resource of an enterprise is its employees. On the surface, enterprise competition is product competition, and behind it is the contest of enterprise culture; We don't deny that the main body of enterprise competition is high-quality employees, but high-quality employees should play their due role and contribute to enterprise competition, which depends on a perfect employment mechanism and a good employment environment, and its essence is corporate culture. How to attract excellent employees, how to give full play to employees' talents, how to keep employees motivated and have a strong sense of belonging to the enterprise are all important indicators of whether the enterprise can win in the competition. And corporate culture has played a decisive role in this respect. Excellent corporate culture has normative power, can restrain employees from psychologically observing the rules and regulations of the enterprise, and has cohesion, so that the internal unity of the enterprise, harmonious and orderly interpersonal relationships, strong cohesion, and sincere cooperation among employees. Gates once said: "In Microsoft, it is not the position but his performance that reflects the status and contribution of employees." As long as he has made achievements, everyone will praise him, respect him and follow his example. "This is an example of a successful enterprise, which has enhanced employees' sense of accomplishment and responsibility and inspired them to work hard. The main determinant of the competitive development of enterprises is the soft environment of enterprises, that is, the environmental culture of enterprises.

Outside the enterprise, that is, when facing other enterprises and customers, the external image and culture of the enterprise are extremely important. Every enterprise likes to cooperate with trustworthy and sincere enterprises. The reputation, image, brand and popularity of an enterprise have become immeasurable intangible assets, occupying a very important position in market competition and being the concrete embodiment of corporate culture. What kind of enterprises are more attractive to customers in the competition for customers? Of course, those enterprises with good customer culture and customer service concept are more familiar with customer needs and have a perfect customer system, which obviously makes enterprises more competitive! In the external competition of enterprises, corporate culture undoubtedly plays a key role in enterprise competition.

With the development of social norms and the further improvement of human cultural literacy, culture, as a spiritual force, plays an increasingly prominent role in competition, especially in a unique culture such as corporate culture, which is of overall decisive significance to corporate competition. It is precisely because corporate culture has guiding spirit and management structure, which is the basis of corporate competition, so we insist that the essence of corporate competition is cultural competition.

(Supplementary information on opposing the debate)

The essence of enterprise competition is talent competition, and the key to winning in this competition lies in having a high-quality talent team.

People are not born with knowledge, but also learn by knowledge. The acquisition of high-quality talent team focuses on the cultivation of the day after tomorrow. Solving the problem of lack of high-quality talents in enterprises by digging people is nothing more than a shot in the arm, which can only save the emergency for a while and is difficult to last for a long time. A century-long plan, education-oriented. It is the right way for enterprises to pay attention to external education and internal training. In the face of the right path, not all enterprises can choose and follow it. Most enterprises have not made great efforts to cultivate talents, so it is no wonder that there are problems at the conceptual level and obstacles in reality.

Combined with many hr consulting experiences, the author summarizes the wrong training ideas of some leaders in their daily management work as follows, and shares with you the methods to speed up the training process of subordinates:

Interpreting and cultivating error consciousness

1, busy, no time. In most cases, during a training activity, you will encounter the rejection of "I am busy and have no time". In fact, there are not many things that can keep leaders busy. Leaders who are in a hurry often inadvertently exaggerate their busyness, while deceiving themselves and prevaricating others. What is even more hateful is that they are basically in a busy state because of lack of thinking. (Professor Wen Li, the late economist, said) Time is always your own, and the key lies in how much you allocate to different things. The French proverb tells the truth that "time often appears in the pursuit of a person".

Lack of time seems to be a reasonable reason, but in fact, the essence of this reason is unwillingness to allocate time for training. Perhaps the leader will secretly rejoice that he has done well, but he doesn't realize that a huge black hole of time is opening its claws to him and his organization. He found himself really busy and had no time, followed by more and more dissatisfaction with his subordinates, more and more grumpy, and his health went from bad to worse until he became a frequent visitor to the ward after retirement ... Of course, this is what we don't want to see. The vicious circle of "no time" mentioned above is often produced on the pretext of "I am busy and have no time". Lack of training due to lack of time makes subordinates more and more incompetent. As a result, the supervisor is more and more afraid to authorize, which directly leads to the supervisor being busier. At this time, the subordinates were anxious and couldn't help, so what they didn't want to see happened.

There is an English proverb that a horseshoe is missing, a horseshoe is lost, a horseshoe is lost, the general falls, the general falls, a battle fails, and a country dies. Because the training of subordinates is an important but not urgent thing in the enterprise task, it is often ignored by some short-sighted leaders, and the chain reaction often brings terrible consequences. The fundamental solution is to thoroughly understand the importance of subordinate training and implement it in stages according to its importance.

2. It's faster to do it yourself. People who grow up from the backbone of business to the supervisor often make such mistakes. Their first-class level in business always makes him change his role and always entangle in the thinking inertia of excellent employees. Due to the advantages of information acquisition and personal experience accumulation, the familiarity and mastery of supervisors are better than those of subordinates compared with most tasks in enterprises. Therefore, many supervisors lack patience and guidance or are not at ease to hand it over to their subordinates. The terrible consequence is hands-on, subordinates are not trained, lack of participation, and feel the trust of the organization.

Thought determines height and action determines the future. Without the thinking of management role, you can't reach the height you deserve, and you can't be a higher manager in the future if you do the actions of subordinates all day. Basketball game is not a person's business (basketball superstar Jordan said). No matter how powerful a person is, he can't do everything. The supervisor was busy with his work and didn't have time to take care of him, so he became a busy fireman, unable to play a role in the management platform, and the status of management leader was artificially lowered. The supervisor should gradually hand over minor tasks or tasks that subordinates can already undertake to subordinates to complete task transfer.

3. Teach the apprentice to be hungry, Master. China has a habit of covering the sky with one hand since ancient times. Today, with the continuous progress and development of society and the increasingly complex environment, this habit has become seriously out of date. A qualified leader should strive to let his subordinates surpass themselves (Jack Welch, a famous management master and former CEO of General Electric, once said). In today's society, no one can succeed alone. If you don't train your "apprentice" quickly, you may even lose your master's job.

Man Kun, a famous American economist, clearly pointed out in his classic economics textbook "Principles of Economics" that reciprocity can make organizations more effective, which coincides with the consistent practice of China's ancestors for thousands of years. Rarely do fathers worry that their sons will surpass themselves (except some relatives in China's history). More parents try their best to make their children achieve something, which is for the glory of the family and for their own future. If the organizational efficiency cannot be exerted because of the incompetence of subordinates, and the performance of departments declines, the position of supervisors will not be so firm, and the leadership ability will inevitably be questioned.

4, no brain, life and death can not be taught. Once this kind of consciousness comes out of the mouth of the supervisor, the consequences are very serious, so the supervisor must think carefully when he says this. The direct judgment of this sentence shows the denial of the trainability of subordinates. But at the same time it has another meaning? That is, the director's own guidance skills are insufficient. While attacking subordinates' self-confidence, it is also mixed with the negation of the selection work in the recruitment of human resources departments and the negation of the cultivation of the selection department and its own supervision ability.

The screening or evaluation during recruitment is more about the evaluation of subordinates' potential characteristics, and the selection of their learning ability is aimed at shaping and cultivating them in the future. For the chief officer, "no brain, no teaching anyway" is also a test of the supervisor's skills in education management. Whether you are unilateral or bilateral, whether you can teach or not, all these need to be pondered by the supervisor himself and evaluated by the leader.

It is better to stop than to lose. This kind of emotional thinking is the so-called "choking on food". Whether it is desirable or not is self-evident. It is difficult to be a good person, so we must be a good person. It is difficult to be a good person, so you must be a good person. (Sun Dawu, Chairman of Hebei Dawu Group, a famous private entrepreneur) Sometimes mature employees are trained and become competitors, but we should constantly train mature employees.

Of course, the flow of talents will cause pain and even harm, but this cannot stop the pace of training talents. Such consequences will directly lead to doing the wrong thing for the right reason. The compatriots in Wenchuan suffered a terrible earthquake, but they should live well and rebuild their homes. When training encounters personnel turnover, it is necessary to intensify training, improve the training system, think about employees' loyalty, personality traits and reliability, and optimize tactics and strategies for organizing and retaining talents.

6. It's all about the training department. This kind of consciousness is a bit unreasonable and shirks responsibility. The training department is indeed responsible for the overall training of the company, but the leaders and supervisors should bear the responsibility of training. Futurist John. Naisby once said: "In the past, supervisors were supervisors, but now supervisors must be developers of subordinates' potential." The theory of manager's role orientation has long been verified. In the process of management, there is room for education and training. In institutions, there are many practical tasks, and the training effect will be better through direct guidance of work.