A preliminary study of Chinese and American corporate culture

This paper compares the formation, development, present situation and characteristics of corporate culture between China and the United States, and probes into the distinctive corporate cultures under different national cultural backgrounds. Keywords: Chinese and American enterprises; Corporate Culture The concept of "corporate culture" (also called "corporate culture") was systematically put forward by American management scholars Peters and wortmann in a book co-authored. Through the investigation and analysis of the most successful enterprises in the United States, two management experts pointed out that the most successful enterprises are not strict rules and regulations and profit indicators, nor science and technology, but "corporate culture." First of all, American corporate culture.

(I) The Formation and Development of American Corporate Culture After the oil crisis and currency crisis in the 1970s, the traditional manufacturing industry in the United States was greatly impacted, and the competitiveness of enterprises was declining. Japan, on the other hand, is safe and sound only by more advanced management mode. This makes American enterprise management researchers and practical workers begin to study the Japanese model, and go to Japan to learn from it and explore the secret of Japanese enterprise success. The upsurge of "going to Japan for gold" has aroused the deep concern of American theoretical circles about corporate culture, as well as the deep reflection on American local corporate culture, and realized the important role played by the "software" of corporate culture. Try to give examples. A TV factory in Texas, USA, was on the verge of bankruptcy because of poor management, and the boss decided to ask the Japanese to take over. After seven years, the quantity and quality of products have reached the highest level in history. What do Japanese rely on? It is through respecting people's excellent corporate culture. The performance is as follows: 1. At the beginning of taking over, the new manager called the employees together, not accusing and laughing at their failure, but inviting them to have a coffee meeting and giving each employee a transistor radio. Second, Japanese managers took the initiative to call on trade union leaders, hoping to "take more care" and try to let American workers relieve their psychological alert and get close to the Japanese emotionally. Third, after the factory production improved, Japanese managers took back all the old employees who were dismissed from the factory and re-appointed them to cultivate the workers' "gratitude". Since 1980s, American enterprises have formed a corporate culture that conforms to their business philosophy and strategy. (2) The present situation of American corporate culture The United States is an immigrant country with a shallow cultural foundation and few rigid traditions. The whole society attaches importance to highlighting the role of individuals. In enterprises, this kind of culture is first manifested as respect for personal dignity and value and full trust in employees. "Quality first, customer first" is also an important part of American corporate culture. (C) the characteristics of American corporate culture 1, focusing on the realization of self-worth. 2. Promote competition and dedication. Henry Ford, the former president of Ford Company, said: The highest position cannot be inherited, and we can only strive for it by ourselves. 3. Reward innovation. The success of 3M Company lies in its innovation and unique skills, and all the tricks are wonderful. 3M Company will not kill an idea easily. If an idea can't find a home in the 3M department, the envisioner can use 15% of the working time to prove that his idea is correct. Step 4 enjoy the benefits. Wal-Mart and Hilton, the largest chain stores in the United States, pay part of their shares to employees as wages or benefits. (IV) Successful Mode of American Corporate Culture American corporate culture has developed rapidly since 1980s. Many enterprises have established their own unique corporate culture and formed strong corporate cohesion, such as IBM, Motorola and Lucent. Let's take a look at Motorola's corporate culture of "people-oriented management": since its establishment, Motorola's fundamental purpose is to respect human nature and do useful things for employees, customers and society, and take this as the highest criterion to guide the company's development. Its great success in the world is largely due to its adherence to people-oriented management. In Motorola, human dignity is defined as: substantive work; Understand the conditions for success; Fully trained and competent; Have a clear personal future in the company; Timely and pertinent feedback; A just working environment.

Second, the corporate culture of China (a) the formation and development of corporate culture in China 1. The budding corporate culture in national capital enterprises before liberation. Since the establishment of modern industry in China, a large number of outstanding national capital enterprises have emerged, representing the budding enterprise culture with the nature of independent commodity production and operation organization in China. 2. Corporate culture of socialist public enterprises in the early days of the People's Republic of China During this period, China's corporate culture has three characteristics: First, it is political. Second, ethics. Third, the initiative spirit, such as "Iron Man Spirit" is the representative of corporate culture in this period. 3. The corporate culture in the transformation stage at the initial stage of reform mainly has three characteristics: first, the fuzziness of belief. Second, it is not suitable. Third, non-equilibrium. (II) The Status of Corporate Culture in China In the past 20 years, with the continuous advancement of China's reform and opening up, the theoretical research and practice of corporate culture in China have also been continuously strengthened, making people more and more aware of the great value of corporate culture, and many enterprises have begun to consciously cultivate corporate culture. Its present situation is shown in the following aspects: ① Cruel facts and fierce market competition have awakened many business leaders' consciousness that "talent is the first resource". (2) Honesty and trustworthiness is the way to be a man, the foundation of being a man, and the first essence of enterprise spirit, which is gradually infiltrating into the core layer of corporate culture. ③ The corporate culture of "learning organization" has received more attention. (III) Characteristics of China's corporate culture First, from the perspective of connotation, there is still a lack of corporate values in a strict sense, and the core concept of the enterprise has not yet been formed. Secondly, from the structural point of view, it still stays at the surface and middle level, lacking the comprehensive consideration of the three main sectors of corporate culture, namely corporate values, corporate spirit and corporate image, and has not formed a whole. Thirdly, from the state, China's corporate culture has obvious characteristics of "unbalanced development". Fourthly, from the content, China corporate culture has the basic characteristics of * * * theory and * * * as the value orientation. China's corporate culture has two most striking features: First, China's corporate culture is based on excellent traditional culture. Other branches of traditional culture, including Sun Tzu's art of war and strategy, are also absorbed by corporate culture. Such as: the management thought of military strategists-foresight, etc. Second, the exchange and infiltration of different cultures has become a common phenomenon, such as "customer first" and "unified production and marketing". (D) China Corporate Culture Case Since the reform and opening up, especially after China's accession to the WTO, corporate culture has been paid more and more attention by China business circles. Haier and Lenovo have done quite successfully in corporate culture. For example, Lenovo's corporate culture Lenovo's corporate culture mainly includes the following aspects: ① advocating patriotism. "Associating people and spirit" is the theme of Lenovo culture. "Patriotism" is the embodiment of this theme. ② Advocating the spirit of cooperation. Lenovo has almost strict requirements for the spirit of cooperation. Lenovo uses computer terminology to refer to departments and people who are good at cooperating with others as "user-friendly", and vice versa. ③ Advocating the spirit of struggle. "Turn 5% hope into 100% reality" is the direct embodiment of Lenovo's fighting spirit. (4) emphasize the letter-based. Lenovo culture mainly advocates two kinds of word-of-mouth, one is personal word-of-mouth, and the requirements are: doing things in a down-to-earth manner and accumulating bit by bit; Win the trust of users, colleagues, superiors, subordinates and * * *. Second, the company's reputation, the requirements are: to seek the interests of the company with the interests of users; It's better to lose money than to be trusted. ⑤ Advocate serving the public. Lenovo Group put forward the service concept of "customer interests first, Lenovo interests second" and brought this concept into the category of corporate culture construction. Three. Comparative analysis of Chinese and American corporate cultures American corporate culture is characterized by "rationalism corporate culture", which is characterized by strong individualism, putting self-interest first and stressing "seeking truth and survival". It emphasizes the spirit of innovation, utilitarianism and systematic management, pays attention to principles in business management and handling, and has a strong concept of "rule of law". China, on the other hand, emphasizes group harmony, pays attention to individual's responsibility, dedication and service to the group, has a strong sense of personal belonging, and pays attention to coordinating feelings. It pays attention to the spirit of innovation, nationalism and patriotism, attaches importance to feelings in enterprise management and affairs, and ignores the management of systems and rules, and has a strong concept of "rule by man". The construction of corporate culture in China has just started, so it is particularly necessary to learn from the experience of developed countries. To develop corporate culture with China characteristics, we should base ourselves on the cultural background of China, start with theory and practice, learn from the theories and methods of foreign corporate culture research, strengthen the guidance of China's corporate culture research and theory to practice, and make the development of China's corporate culture adapt to China's corporate management practice and modernization process. References [1] Li Changlu: Development and Management of Enterprise Human Resources Management, Dalian University of Technology Press, 2006. [2] Liu Yongan, Liao Xuejun: "The main characteristics of human resource management in American enterprises" [J], Enterprise Economy, 2003. [3] Li Jing: "The Way of Employing People by Famous Foreign Enterprises", Economic and Trade World, 2003.2. 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