How to write corporate culture?

Question 1: How to write the corporate culture of a small company? Give you a general outline, because the corporate culture of each company is the refinement of company management and experience, and others can't just help you sum it up.

1, enterprise goal: it is best in the future 10 years or even decades;

2. Corporate mission

3. Enterprise spirit

4, enterprise policy,

5, quality policy

6. Business philosophy

7, corporate slogan

Question 2: How to write an article about corporate culture? Corporate culture is the same ideal, belief, values and code of conduct formed by a team in the process of completing a career. Because corporate culture plays an important role in soul, cohesion, restraint, guidance and encouragement, it is decided that corporate culture is actually a corporate development concept and business philosophy with the basic content of making enterprises bigger and stronger. Corporate culture construction can only focus on this center, do a good job in production and operation services, continuously improve the economic benefits of enterprises, and make enterprises develop healthily, stably and continuously. This is the root of the importance and necessity of strengthening corporate culture construction, and it is also the only mission of corporate culture construction.

Question 3: How to write corporate culture? Working together and creating brilliance again is the cultural core of our enterprise.

Qi Xin has always been the cultural core of our enterprise to work together and strive for greater glory. Our company was established in 1958 (formerly known as Guizhou Wood Processing Factory, also known as Guizhou Wood Processing Factory). At that time, Guizhou's industrial base was weak. In order to solve the material problems of people's living and capital construction in Guizhou, and to exchange and transfer timber between the southern forest region and the northern forest region of China, the factory undertakes the processing of most timber in the province and the transfer of timber inside and outside the province. The factory is located in the southern suburb of the city, in an undeveloped valley. The first old factory director is an old Red Army who has gone through the 25,000-mile long March. Under his leadership and command, Qi Xin, a cadre and worker of the whole factory, worked hard and worked hard. With the strong support and help of the design department, a large-scale forest products industrial enterprise with workshops for wood making, furniture, wood drying, packing boxes, cement wood wool boards, fiberboards (Dutch style) and wood storage and transportation yards has been built.

Soon after the factory was built, it faced three years of natural disasters and the blockade of international revisionist countries. More than 3000 workers and their families in the factory are facing the situation of lack of food and materials. Qi Xin, the leader of the factory and the worker, worked together to create a sideline, cultivated land, raised pigs and raised fish, and finally overcame all kinds of difficulties and spent three years in a difficult period.

In 1960s, the Ministry of Forestry increased its investment in forest products industry in Guizhou Province. Our factory has introduced a particleboard production line with an annual output of 2,300 cubic meters from Eastern Europe and Czech Republic, and built a domestic wet-process hardboard production line with an annual output of 2,000 tons. Facing the advanced production technology at that time, factory leaders and employee Qi Xin worked together to overcome one technical difficulty after another and created the history of modern wood-based panel production in our province.

In the 1970s, according to the needs of the national economy, the factory built a new timber workshop with an annual output of 654.38+10,000 cubic meters, including two connected timber production lines. During the project construction period, Guizhou's industrial supporting capacity is weak. Factory leaders and employee Qi Xin worked together to try their best to ask for help from brother provinces and cities, and at the same time, they carried out mechanical processing themselves, which solved many supporting problems of non-standard machined parts.

At the beginning of the factory, the loading and unloading of trains in the wood yard of the factory has always been manual operation. The leaders and workers of the factory solved the task of loading and unloading hundreds of thousands of cubic meters of wood a year with one pair of hands and one shoulder pad (a circular pad sewn with multiple layers of cloth to reduce the friction of heavy objects on human shoulders, which is now out of sight). In order to solve the problem of heavy manual hoisting and transportation intensity, factory leaders and workers Qi Xin worked together to study the processing technology of ropeway machinery and built more than ten high-altitude ropeways. The improvement of wood transportation capacity greatly reduces the labor intensity of workers. In the early 1980s, gantry cranes with wide trusses for wood loading and unloading were made in China, and these ropeways were eliminated only after they were installed in factories.

In 1980s, based on the original particleboard with an annual output of 2300m3, the factory carried out technical transformation and built a new domestic particleboard production line with an annual output of 5,000m3. This production line is the first time that domestic wood-based panel equipment manufacturers imitate foreign equipment. Some key technologies have not been fully digested, and there are many problems in production. Factory leaders and employee Qi Xin worked together to overcome many technical problems in production and equipment, formed corresponding production capacity, and updated the particleboard products of enterprises.

In order to strengthen the modern management of enterprises, in the mid-1980s, factory leaders and employees studied modern management techniques together, and passed the rectification and acceptance of enterprises, which greatly improved the management ability of enterprises.

During the period of 1984, Guizhou took the lead in implementing the timber opening policy and canceling the policy of unified distribution and marketing. This is a great impetus for enterprises that have been under the protection of planned economic management and the policy of unified marketing for a long time. Qi Xin, the leader and employee of the factory, worked together to overcome the difficulties of the group, welcomed the opening of the timber policy and implemented the market-oriented operation of timber management.

In the early 1990s, the factory expanded its business scale and established the current Guizhou Wood Industry Corporation. The company introduced advanced panel furniture production line from Romania. At that time, two units outside the province introduced similar equipment like us, and we were the best among the three units in terms of technical digestion.

At the end of 1990s, the company imported a particleboard production line with an annual output of 45,000 cubic meters and a veneer production line with an annual output of10.8 million square meters from Finland, which eliminated the original particleboard production equipment and faced the advanced foreign countries ... >:>

Question 4: How to write personal suggestions on corporate culture? It's not bad to find a big company in the same industry, refer to his culture and adapt it according to his own situation! For example, look at HP's corporate culture: the goal is to become the world's leading high-tech company. Vision to build an "adaptive network" to meet the needs of users, applications and enterprises. Our mission is to make technical contributions to the happiness and development of mankind. We treat our customers warmly. We trust and respect individuals. We pursue outstanding achievements and contributions. We pay attention to speed and flexibility. We focus on meaningful innovation. We rely on team spirit to achieve the same goal. We insist on honesty and integrity in business activities.

Question 5: How to write an understanding of corporate culture? This is a corporate culture case that I extracted for you from a relatively simple corporate culture series.

And analysis. That should be enough for you If it is not enough, please leave a message and I will send you the book.

American corporate culture

(1). Characteristics of American corporate culture

American corporate culture appeared in the 1970s and matured in the mid-1980s. The original practitioners of corporate culture theory are Japanese entrepreneurs, but Americans have summarized, established and perfected corporate culture theory. 100 years, the United States has been the leader of enterprise management in the western world. Taylor's scientific management, behavioral science and management science have brought great wealth to the United States. However, due to the setbacks in the 1970s and the advanced management mode used by Japan, Japan surpassed the United States in many economic fields. With American scholars' research on the mystery of Japan's success and management research on Japan, the past management behavior of Americans has been changed to a great extent and has become a far-reaching management revolution.

Since 1950s, the development trend of American business management has been rigorous, quantitative and hard science. In management technology, it tends to pay attention to management hardware such as strategic planning, organizational structure and system, while in management, it pays attention to social contract, legalization and rationalization. In this way, the management software, skills, style, personnel, morale and cultural background of enterprises have not been fully valued and developed. In actual enterprise management, planning and technology are considered supreme, and enterprise personnel are necessary but not the most important.

In 1980s, when Japan took the lead in automobile, camera, optical instrument, household appliances, information, steel, shipbuilding, communication and many other economic fields, American business management scholars went to Japan to study the mystery of its success. The final conclusion is that enterprise management is not only a science, but also a culture. As a result, a management revolution characterized by softening management was launched in the United States.

The corporate culture revolution of American business management has begun. With the publication of the monograph on corporate culture theory, management theory has gradually established the corporate culture system in the United States, and has been rapidly applied to American business practice. Judging from the management of some famous American companies, corporate culture has a far-reaching impact on the survival and development of enterprises themselves. Their corporate culture is similar to many others, such as: emphasizing people-oriented and paying attention to training employees; Respect customers; Emphasize product quality and excellent service; Encourage invention and creation, and constantly put new products on the market; Leaders practice themselves, lead the employees of the company, and adhere to the company's values and philosophical concepts; Everyone has a clear corporate goal and code of conduct, and all employees work together for it. Specifically, it is mainly manifested in the following aspects:

1, emphasizing individualism and focusing on performance and personal ability.

The westward movement in American history made Americans inherit the national characteristics of being active and adventurous. At that time, fertile land and adventurous immigrants in the western United States moved westward to seek the way to get rich. Many years later, a large number of immigrants entered the United States, but this traditional feature was inherited. Americans obviously believe in individualism, mobility and variability. Therefore, in the eyes of Americans, people who can start from scratch are social heroes. American social culture and social mentality require individuals to fully express themselves in social life. American corporate culture scholars Terence Deere and Allen Kennedy pointed out that if values are the soul of culture, then heroes are the embodiment of these values and the concentrated expression of organizational strength. Among the famous American enterprises, a number of heroic entrepreneurs have been molded and emerged. Their common feature is that through personal struggle, they have achieved the greatest success in their careers and are recognized as heroes and model figures by enterprises.

American-style individualism leads to the emphasis on pragmatism and pragmatism in American culture and the exertion of individual ability. In American philosophy, pragmatism once occupied an absolute advantage. Whether any invention or discovery can be accepted by Americans depends on whether it can be applied in reality and whether it can produce effects in social life. This pragmatic feature is also reflected in the enterprise management model and enterprise document management model. Employers in American enterprises do not take employees' academic qualifications, education level, status and position as the weight to measure talents, but only pay attention to employees' performance and personal contribution and performance to the enterprise.

2. Pay attention to individual responsibilities and rights.

American enterprises often encourage employees' individualism to make their cooperation with enterprises reach a better level, so as to obtain better >>

Question 6: How to write down the mission, vision, core values and related concepts of an enterprise under the guidance of corporate culture and entrepreneurship is the essence of corporate culture. The core idea of an enterprise should be divorced from the reality of the enterprise, without pertinence and characteristics. To refine the practical core concept of corporate culture, we need to start from the following aspects. Third, focus on the future development of the enterprise and find the right direction. The development of enterprises is not static, and the refinement of cultural core concepts should pay more attention to the future development of enterprises. By thinking about a series of problems, such as the change of external business environment, the adjustment of business strategy, the expectations of employees and external customers, the enlightenment and guidance of strategy implementation, this paper summarizes the "key value drivers" of enterprises, so as to clarify what enterprises need. Only when we have a clear and profound understanding of the past, present situation and future of the enterprise can we grasp the context of the core of corporate culture, so as to sum up and refine the core concept of culture that is really suitable for the enterprise. I hope I can help you.

Question 7: How to write corporate culture is a big topic, including corporate values, corporate mission, corporate vision, employee vision, customer vision and so on. Then corporate culture must be the standard and yardstick of this enterprise, so it is necessary to understand the boss's work style and management methods. Don't talk nonsense Our corporate mission is to be a sustainable leader in the construction industry. Values are responsibility, trust, cooperation, innovation and persistence.