Corporate culture: how to build departmental culture?

The "corporate culture" of a small company can represent the "departmental culture", but for a large group company, the culture of each department may not be completely consistent with the corporate culture. Under the premise of not violating the company's corporate philosophy and spirit, we can create personalized cultural characteristics according to the nature of the department and the leadership style, and its fundamental purpose is to build the creativity, execution and cohesion of the team.

Corporate culture must be effectively transformed and transmitted through departmental culture. According to the characteristics of the department, adjust measures to local conditions, give full play to the enthusiasm of department heads, enhance employees' recognition of corporate culture and department management, and ensure the consistency of management decisions. At the same time, creating a good departmental culture can maintain the stability of the team and enhance the sense of belonging of employees.

The principles and methods of departmental culture construction are similar to those of corporate culture construction, mainly from three aspects: refining, explaining and spreading ideas, expressing ideas with activities as the carrier, and integrating ideas into employee behavior and work management.

(1) Refine the concept of departmental culture

Where does the concept of department come from? First, based on the inheritance and decomposition of the company's philosophy, such as "innovation" in the company's philosophy, then the departmental cultural concept can continue the requirements of innovation and put forward a concept similar to "pioneering and changing", and of course, it can also follow "innovation" as the departmental concept; Second, based on the work characteristics of the department and the style of leadership, for example, the financial department requires "rigor" and the administrative department requires "service". At the same time, the department concept will inevitably be branded with the personality of the department leader. Third, based on the problems existing in the department, put forward the targeted concept spirit, with the aim of changing the status quo and improving the team. For example, the long-term efficiency of the department is not high, and the cultural concept of "high efficiency" can be advocated.

The refining concept of departmental culture can not be contrary to the corporate culture concept of the company, but can be deepened or supplemented. The concept of departmental culture should not be too long, either 3-4 words or 1-2 sentences. It should be concise, not rough, and easy to remember and spread. The most important thing is that the cultural concept serves the team and work management, and must be able to land, not divorced from the needs of management, nor from the development stage of departments or enterprises.

(2) Interpretation and dissemination of departmental cultural concepts

The concept of refining departmental culture should be interpreted in direct, concise and concrete language, which is similar to "what to advocate and what to oppose". For example, the interpretation of "high efficiency" can be "opposing waiting for delay and advocating immediate action", "opposing making excuses and advocating finding ways", "opposing passive acceptance and advocating active feedback" and so on. This link cannot be omitted. Once omitted, it will lose the "ladder" where cultural thoughts fall.

With a suitable concept and a practical interpretation, all team members need to understand, understand and recognize it, and they must spread it in various ways to influence employees' thoughts. For example, the concept and its corresponding interpretation can be posted on the department wall, and department leaders can interpret the department concept through various meetings or other occasions, and judge the ability and quality of employees based on the department concept. Perseverance, the concept of departmental culture will become a well-known and gradually recognized norm, changing their thinking and behavior.

The most common problems in corporate culture construction are cultural ideas and practices. Cultural ideas are just slogans, slogans and external signs, and form is greater than substance. The inheritance of cultural ideas must be carried by corresponding carriers, and activities are one of the better ways. This kind of activity is not random, but a cultural or management activity that embodies the concept of the department. For example, in order to show employees' care, we set up a monthly birthday party for employees and get together with all employees every month. In order to encourage employees to learn and grow, we organize fixed hours of study every week. In order to set a benchmark for cultural concepts, we select the stars of the department's concept and impress employees. No matter what form of activities are taken, they are just carriers, and the essence is to better display and deal with cultural concepts.

In order to truly implement the concept of departmental culture, play a role in rallying people's hearts and enhance the team's execution and creativity, it must be melted into everyone's actions and soaked in every management measure and management requirement. It is insurmountable for cultural concepts to set up their own "minefield". For example, advocating a "positive" team does not allow any "negative emotions" to spread, "often being late for work and asking for leave" is unacceptable, "shirking responsibility" is unacceptable, and so on. According to the needs of management, let each team member know where the management boundary is. Once you violate it, you must be punished. It is also necessary to guide the behavior within the border and avoid stepping into the minefield. In management, let employees take ideas as a way to solve problems. For example, whether you turn a blind eye to all kinds of complaints, accept them or attach great importance to them, study them deeply and find countermeasures depends on whether you really understand the concept of "sense of crisis". Employees with a real sense of crisis will always pay attention to all kinds of information in their work, look at problems from a long-term perspective, and use their professional "mission" to ask themselves not to ignore possible crises. Departments can establish internal rules and regulations, such as "project management system", "personnel training system", "code of conduct" and "working mechanism", so as to strengthen the ideological requirements for management, and earnestly implement the implementation of these systems and management measures, so that culture can really affect management.

At the same time, the concept of culture should be applied to the "selection, education, use and retention" of human resource management. Transform the requirements of cultural ideas into personnel quality standards, develop competency model as the basis for talent recruitment and internal selection, judge the matching degree between employees and departmental cultural ideas by designing cultural problems, and find the right people to ensure the landing and continuation of culture; Always regard the dissemination of cultural ideas and cultural requirements for management as important contents of employee training. Whether it is new employee training, on-the-job employee training or middle and senior management training, it must contain cultural concepts to realize the unity of employees' thoughts; Before employees are promoted, they should evaluate the degree of cultural identity and matching. Managers who do not meet the needs of enterprise or department values will inevitably hinder cultural landing and cultural unity; A good corporate culture should give employees a sense of belonging, help to explore their potential, help them improve and find their proper position. "There are no bad employees, only bad employees", and different management methods should be adopted according to each employee's personality to maximize the value of employees; It is necessary to enhance the perception of cultural concepts, pay attention to employees' needs, provide a development platform, encourage continuous innovation, help employees gain a sense of job accomplishment, retain people with culture, and enhance team cohesion.

For many people, corporate culture is a lofty and metaphysical thing, because we haven't found a ladder to make him go to the altar or a way to make him popular. Culture can't just be a decorative vase, but a practical vase, an influential goddess and a belief that employees believe in and pursue. This is the highest level of cultural management. A well-educated department or team must have high "combat effectiveness", such as Ma Yun's "Alibaba"; A team with faith must be invincible, such as "Sedek" people. When we can't reach the highest level, we can at least do, "guide management with culture, rather than let management influence culture."