The development status of corporate culture at home and abroad. . . . . . . . . . . . . . Waiting online.

Current domestic development

Since the introduction of corporate culture theory into China in the 1980s, the concept of corporate culture has received more and more attention. Lu Weichun, School of Economics and Finance, Xi'an Jiaotong University It is pointed out that corporate culture is produced by an enterprise in its production and operation activities over a long period of time. "Corporate culture is the crystallization of the company's long-term survival and development experience and awareness." Moreover, the scope of influence of corporate culture is also very wide. "From the company's business thinking and business behavior to market development, employee recruitment, work summary, etc., corporate culture is acting in various ways every moment." Long-term development of an enterprise cannot rely solely on an outstanding leader, nor on awareness of opportunities. Long-term development must establish a corporate culture that adapts to the characteristics of the enterprise.

With the development of China's economy, more and more companies are beginning to pay attention to the construction of their own corporate culture. At present, the current situation of China's domestic corporate culture construction is mixed. On the one hand, as management levels gradually improve, domestic companies pay more and more attention to the construction of corporate culture. However, due to their own limitations, companies are often unable to systematically and accurately analyze and judge their own corporate culture, and they do not know where to start with corporate culture, and lack effective guidance. Many companies turn to professional management consulting companies, hoping to use the strength of consulting companies to tailor corporate culture plans that suit their own development needs.

On the other hand, the consulting industry is a mixed bag. Many consulting companies lack professional corporate culture consultants, and most have not yet formed a mature corporate culture consulting system. They copy foreign theories, causing companies to spend a lot of resources to develop them. The corporate culture plan is just slogans and lacks practical effectiveness. Many consulting companies even boast to companies that they are introducing American, Japanese, or Taiwanese corporate culture. The introduction of these cultures is bound to give companies unexpected results. However, although corporate culture is imported, it is not equivalent to a management tool. In terms of management tools, most of the management tools from the United States, Japan, and Taiwan are suitable for domestic enterprises and can be introduced and cloned. Corporate culture is different. It belongs to the category of management culture. Its biggest feature is differentiation. Just as national culture cannot be internationalized, management culture cannot be internationalized either. Management culture cannot solve problems by introducing it alone. It must be based on the characteristics of Chinese national culture and combine Chinese traditional culture with international advanced management tools. Only in this way can we ensure that the corporate culture plan will not become a mere formality and enable the company to achieve lasting results. Maintain youthful vitality.

Development status abroad

With the development of human economy and society, the management concepts of European enterprises continue to make adaptive adjustments. Among them, attaching importance to corporate culture, humanized management, focusing on employee potential development, and pursuing non-power leadership have gradually become symbols of the modern management concepts of European enterprises. Pay attention to corporate culture, emphasize entrepreneurship, and unify personal vision with the organizational vision. This is a major advance in the first-come management concept of European enterprises. In Europe, the people-oriented concept is reflected everywhere, especially in the training and use of talents. A title titled Focus gives individuals ample room for development, encourages them to stand out and show off their individuality. When looking at people, European companies believe that performance is an evaluation of employees' reality, while potential is an evaluation of employees' future, and potential is an important factor in talent development. Because enterprise development depends on talents, and potential determines the development of talents; talents represent the future leadership, future advantages, and future risks of the enterprise. Only those with greater potential can be continuously promoted and lead the organization to continue to grow and develop.

The United States is a young country composed of immigrants. Its cultural foundation is very shallow and there are not many rigid traditions. The entire society attaches great importance to highlighting the role of the individual and promotes individualism, heroism and rationalism. This national culture became the basis of American management culture. Compared with other countries, its essence and core are twofold. One is the role of the individual, or emphasizing individual abilityism; the other is attaching importance to management hardware and pursuing rational management. Pay attention to individualism and emphasize rationalism. Because it only values ??rationality and not emotion, the strict hierarchical personnel system and various rigid regulations make corporate management too rigid and not flexible enough, suppressing people's emotional needs and creativity.

However, in recent years, American companies have begun to change their methods of controlling employee behavior, emphasizing employees' independent choice of behavior, self-examination and mutual inspection, and achieving hard management and soft management through "emotional investment", "negotiation and communication", etc. The combination of management gives full play to their respective advantages.

Japanese companies adopt a lifetime employment system, which originated in the 1950s and is an unwritten tacit understanding between labor and management. In the early 1970s, Japan's economy was growing rapidly, and Japanese companies entered the U.S. market in large numbers, taking away the local market share of U.S. companies. The publication and foundational role of "Quartet" on corporate culture has created a new stage in the research and development of corporate culture theory. That is, "Z theory", in order to pursue efficiency while minimizing the opposition between authorities and employees, and try to achieve unity of action; "7S" model, that is: structure, strategy, system, style, highest goal, personnel and skills; The "eight principles" are individual value in action, relying solely on users, independent innovation, promoting production through people, being value-driven, staying true to one's profession, keeping troops and administration streamlined, and combining leniency and strictness; the "five elements" are corporate environment, values, and heroes. , cultural rituals and cultural networks.