Please have experience in corporate culture.

The potential, Tao, law, technology and spirit of enterprise culture

First, on the corporate culture model

Corporate culture is a series of basic values and core concepts formed in the process of enterprise growth and development, as well as organizational behavior and employee behavior influenced and restricted by it. There are many discussions and practices about corporate culture mode at home and abroad.

1, foreign corporate culture model

(1) Denison Corporate Culture Model by American scholar Denison. It divides corporate culture into four dimensions: vision and goal, adaptability, consistency and employee participation. The two dimensions of adaptability, vision and goal, are an organization's attention to the outside world. Consistency and employee participation reflect the degree of concern within the organization. Flexibility and employee participation also reflect the flexibility of the organization. The two dimensions of vision, goal and consistency require the organization to have relative stability. Denison also refined the elements of each dimension.

(2) Gilte hofstede's organizational culture model. Hofstede( 1990) thinks that values and practice are two parts of organizational culture * * * With values as the core, practice is divided into symbols, heroes and ceremonies.

(3) Four-element model. Allen? Kennedy and Terence? Deere decomposed the expression of corporate culture into four specific elements, namely, values, heroes, etiquette and celebrations, and cultural networks. By forming values, shaping heroes, formulating etiquette rules and identifying with cultural networks, we can cultivate its characteristics and create a unique "advantage" of the company. Therefore, the theory of four elements has become a widely accepted view of cultural elements in western corporate culture theory.

(4) Shane's three-layer theory. Edgar. Professor H.Schein of Massachusetts Institute of Technology divides organizational culture into three levels:

(1) Surface refers to the obvious quality and physical features of the organization (such as visible features such as buildings, documents and slogans);

(2) The "should be" layer is below the surface layer, which mainly refers to values;

(3) Mutation layer, located in the innermost part, is the actual way to organize and deal with the environment.

2. Domestic corporate culture model

Domestic research on corporate culture started late, but so far it has formed several relatively mature models. The most famous ones are three-level model, CIS model and Renda strategy.

(1) three-level mode. Represented by Haier Group, the surface layer is material culture, that is, products, service quality, logo, etc. The middle layer is the institutional behavior culture; The core layer is values, that is, spiritual culture. Among them, the spiritual and cultural content can be further subdivided. For example, Haier takes innovation as its values and builds advanced spiritual culture, including Haier concept, Haier spirit, Haier style and Haier goal. Spiritual culture determines institutional behavior culture, which reflects spiritual culture, and institutional behavior culture determines material culture, which is the external expression of spiritual culture and institutional culture.

(2)CIS mode. From the three levels of mind identity system, behavior identity system and visual identification system, the corporate image construction and corporate culture construction are systematically integrated. According to the needs of market economy and enterprise development in China, many enterprises also have the trend of upgrading CIS marketing strategy to corporate culture strategy.

(3) Renda's strategic-oriented corporate culture has three levels. The first level is the strategic level, such as mission, vision and purpose; The second level is the strategic level, such as core values and entrepreneurship; The third level is the implementation level, such as business philosophy, management philosophy and other principled provisions on enterprise operation.

(4) Other modes. The mode of "one book with three contents" proposed by Beijing Enterprise Culture Construction Association. The "customer satisfaction project" (CS, customer satisfaction strategy) construction mode represented by Shanghai Baosteel Group and the "three-dimensional" construction mode represented by Shandong Huangtai Thermal Power Plant.

3. Review of domestic and foreign models.

As can be seen from the above, there is no unified understanding of the division of corporate culture models at home and abroad, and the understanding of the connotation of constituent elements is also inconsistent. In practice, the most controversial thing is the division and application of spiritual elements such as values, ideas, visions, missions and philosophy.

From the practice of corporate culture, corporate culture should solve the following problems,

First, the direction of enterprise development;

Second, the problem of how to achieve the goal in a given direction, that is, the problem of methodology;

Third, the system construction under the established principles and methods;

Fourth, the detailed implementation of the system, that is, the standardization of the operational level;

Fifth, the external performance of corporate culture, that is, the quality of employees, product characteristics and other issues.

Summarized by the traditional culture of China, it can be summarized as follows

Five levels of problems: potential, Tao, law, technique and qi.

Second, the "potential" of corporate culture

The "trend" of corporate culture refers to the development trend of enterprises and is the general trend. To determine the development direction of an enterprise, it must be analyzed as a part of the system environment. Any enterprise is influenced by external economic, political, market, legal and social environment, and at the same time it is restricted by psychological factors, knowledge structure, experience and practice of employees at all levels. The external environment is complex and the internal factors are extremely inconsistent, but the development of enterprises requires enterprises to develop in one direction. Therefore, to determine the direction of enterprise development, it is necessary to form a basic judgment recognized by most people in the enterprise on the basis of systematic analysis of the internal and external environment of the enterprise. This basic judgment is the core values of the enterprise.

Some people think that values are basic judgments or assumptions about values, weight, pros and cons, priorities, etc. Of something or a phenomenon. From the perspective of enterprise operation, there is always a premise or a purpose to judge all aspects of the enterprise, that is, the judgment of the enterprise has implied the choice of the direction of the enterprise, not for judgment. For example, "Lei Feng is good" has implied the orientation of "learning from Comrade Lei Feng", which is not classified as a judgment, but as an idea or pursuit, and the two should be regarded as an inseparable and unified whole.

The core values of an enterprise determine the basic development direction of the enterprise, and the degree it should reach in a given direction, that is, the vision of the enterprise can be classified as the continuation of the "trend", which is the desire of enterprise managers for the enterprise to move towards under this trend. In addition, after analyzing the internal and external environment of the enterprise, the mission and purpose of the enterprise are also part of the "potential" of the enterprise culture, but they are synonymous or overlapping in connotation.

Third, the "Tao" of corporate culture

Tao is an important category of China's ancient philosophy. Laozi's Tao is the origin and universal law of the universe. Laozi pointed out that "Tao is the foundation of all things", that is to say, Tao is the law of the movement of all things. The "Tao" mentioned by Confucius is the "golden mean" and a method. It can be seen that "Tao" is the most basic principle, principle or law to deal with the relationship between things, an abstract method and a methodology to solve contradictions in the development of things. It has two characteristics, one is abstract, and the other is enlightening.

After determining the basic direction of enterprise development, that is, "potential", the next step is to solve the problem of how to do it under the given direction and goal, that is, the basic method to realize vision, mission and goal. The "Tao" of an enterprise should include its business philosophy or philosophy. Business philosophy and business philosophy can be regarded as the same meaning. They are not specific methods to deal with specific problems, but an abstract basic principle to deal with problems, which is of great significance to solve the problems of enterprise survival, competition and development. Gui You's business philosophy of "strange and positive are born together, morality and intelligence are integrated, righteousness and interests are interlinked, chaos is properly controlled, and the foundation is broken and coordinated" fully embodies the abstraction and guidance of "Tao" in dealing with enterprise development issues.

Fourth, the "law" of corporate culture.

The "law" mentioned here is the law of "legalists", who advocate "rule of law" and emphasize heteronomy. The goal of an organization can't be achieved entirely by members consciously practicing "benevolence", "courtesy" and "morality", but by formulating rules and regulations including warning, punishment and reward, binding people with systems, motivating people with efficiency and motivating people with materials.

System is the key link for enterprise culture to take root, and it is the concrete implementation of enterprise management direction and principles. On the one hand, it is the reflection of "potential" and "Tao" in the spiritual level of corporate culture; On the other hand, the established "law" constitutes a rigid environment within the enterprise, which belongs to the material category and directly determines the thinking, value judgment and even value orientation of the members of the organization. Therefore, "potential", "Tao" and "law" need to be constantly adjusted to achieve the best combination.

The "law" of corporate culture is to stipulate the basic system of the enterprise, including three modules: governance system, enterprise organization and enterprise management system, which is the guarantee for the sustainable operation of the enterprise.

Five, the "technique" of corporate culture

"Skill" is a kind of strategy and method, and it is a flexible use of strategy within the framework of "law". "Law" and "technique" are both important tools of organization and management, but the emphasis is different. "Law" pays more attention to making "superficial" provisions, which is universal; And "technique" pays more attention to "point", that is, specific links. "Fa" is a rigid constraint, while "Shu" is changeable and flexible. It is precisely because of its flexible characteristics that it is endowed with the meaning of "art", such as leadership art, management art, etc. The role of "technology" in organizations often exceeds that of "law" and is regarded as the last guarantee of "technology". "Man is the master of great events, and breaking the law is also a skill" (Nan San, Han Feizi) also pointed out the role of flexible use of "skill" in management.

Since the "technique" in corporate culture is the application of specific strategies within the framework of "law", it should include two aspects: first, the art of leadership or management advocated by enterprises; The second is the operational workflow, work norms and codes of conduct.

Sixth, the "qi" of corporate culture.

China's traditional "Qi" refers to the external appearance of things, people's mental state and feelings endowed by the environment. As Mencius said: "The husband's ambition is also handsome; Those who are angry are also full of body "("Mencius Gong Sunchou "). Mencius' "noble spirit" is actually the brilliance of "beauty" when "goodness" reaches its extreme, and it is also the external appearance of things. The "Qi" of enterprise culture is the external expression of the internal laws of things and the comprehensive reflection of enterprise's "potential", "Tao", "law" and "skill".

"Qi" in corporate culture includes the characteristics of products and services, the behavior of employees and the identification system of enterprises. It is an enterprise spirit or temperament that can be directly perceived through vision. "Qi" in enterprises is similar to the visual identification system in CIS mode, but it is not completely equivalent. The former also includes the style characteristics and mental outlook of employees' behavior in enterprises, while the latter focuses on the visual recognition of material level.