What Are the Different Methods of Managing Organizational Culture?

The management of corporate culture is essentially the management of corporate personality. Enterprise culture is essentially the business consciousness and organizational cultural connotation of the economic organization of an enterprise. Many years of research have found that different cultural characteristics of an enterprise have a great impact on organizational performance, especially long-term performance. Therefore, the concept of corporate culture came into being. Obviously, the emergence of the concept of corporate culture is from the perspective of management, but we have the mysticism and formalism of individual experts to cover up the essence of management.

Corporate culture management

(A management method applied in the enterprise)

Right!

Enterprise culture management is essentially

Enterprise culture management is essentially

Motivation

1. Prosperous Times: Writing a Merit Book While Taking Advantage of Enterprise Benefits

2. Arty: "We must also have a corporate culture".

3, complete the task: in order to complete the task arranged by the superior.

4, finishing ideas: I have

Range difference

Corporate culture construction: mainly involves cultural traditions, cultural realities (CI terms), cultural planning and design, cultural systems, cultural ideas, corporate spirit, behavioral norms, cultural development outlines, cultural indoctrination, cultural communication, cultural identity, and cultural landing Whether it is the initial corporate literature, corporate text and corporate literature, or more advanced cultural planning, cultural collection, cultural refining, cultural discussion, cultural systemization, cultural advocacy, cultural landing, etc., corporate culture construction basically has its own Routines, these routines continue

The parent company and subsidiary company's cultural management mode refers to a series of management control systems in which the parent company of the group unifies, standardizes, and coordinates the spiritual, institutional, behavioral, and branding levels of the subsidiary through various carriers of culture. There are the following types:

Mode 1: Unary

The unitary cultural management model refers to the group's business consistency with its subsidiaries, and the company's vision, values, and behavioral standards are similar due to the characteristics of the industry and occupation. There are no major external cultural differences. The content of cultural management and Approaches are implicitly agreed, such as company development strategies, human resources policies, values, and behavior standards. "Boss" magazine said that subsidiaries can be flexibly mastered according to the requirements of different projects and different regional cultures, so their group management mode is mainly manifested in investment control rather than cultural control. This cultural management mode is more suitable for the current tobacco industry Parent company.

Mode 2: Multiple

The multi-cultural management mode refers to the mode in which the parent company emphasizes cultural identity and cultural management, with particular emphasis on the management of common values. The parent company requires all subsidiaries to strictly adhere to the cultural requirements of the parent company on the consistency of values. This type of cultural management model is generally a group company with a diversified strategy, especially a group company formed across industries or industries.

Mode 3: Discrete

Discrete cultural management mode refers to the parent company's control of subsidiaries is mainly rigid, such as financial systems, investment systems, human resources systems, etc. There are fewer soft management modes of corporate culture, or they are neither standardized nor fragmented. If it is just some slogans or codes of conduct, it is rarely practiced in actual group management models.

Manager pair

Basic knowledge

Corporate culture is not a slogan, cultural construction is a systematic practice process.

We must return to the basic value proposition and philosophy of the company, and reflect on and confirm the corporate culture of the client company.

Through multi-level cultural thinking and collision, refinement and expression, in order to reach a consensus.

The construction of corporate culture lies in the process, the core of which is the cultural discussion.

The corporate culture of client companies requires the joint participation of all employees.

Based on professional perspectives, capabilities, and experience, especially enthusiasm, we strive to deepen the corporate culture of client companies.

Culture cannot be given externally. We can only work with client companies to call out endogenous cultural pursuits, and to sort out, refine, collide, sublimate and spread ...

The client company's cultural construction should handle the relationship between inheritance and uniqueness.

Culture requires the accumulation of time, but also the practice of practice.

method

Professional research, interviews, questionnaires and systematic refinement and design.

Pay attention to the combination of management and management thoughts of senior leaders and the actual business of clients.

Pay attention to the combination of the inheritance of the Group's cultural philosophy and the particularity of the client company.

Pay attention to the combination of systematic expression of cultural ideas and cultural construction practices.

Pay attention to cultural promotion and implementation, mechanism construction and assessment.

First of all, Borui Century believes that the construction of corporate culture is the process of "combing, inheriting, discarding, and innovating" the company's own culture. Cultural construction is ultimately for strategic landing, and strives to make corporate strategies more justified by the power of culture, make business practices more law-abiding, and make employees more energetic.

Secondly, the construction of corporate culture can not be done in isolation and simply drafting a "cultural outline", "cultural manual" or "institutional documents", let alone write beautiful articles and vivid words, it must be careful According to the requirements of strategic or structural integration, a set of "basic values," "systematic principles of doing things," and "employees' code of conduct" were deduced. It needs to continuously guide the members of the organization to change their values, complete systematic thinking, clarify their respective roles and due roles in the organization, and lead the members of the organization to consciously contribute to the overall strategic goals.

Thirdly, the construction of corporate culture is essentially a process of self-growth. The construction of culture must respect the history and future choices of the company, conform to the objective reality and regional characteristics of the company, and reflect the "special" requirements of corporate culture construction, that is, the culture must personality". At the same time, satisfying the system structure of culture, from the core layer to the system layer to the material layer, from the mission vision to the rules of procedure to the behavior agreement, reflects the "universal" requirements of culture, that is, culture is "systematic."

Furthermore, the construction of corporate culture is a process of research summary and practical improvement. Through research, culture is made more systematic and scientific, and through practice, culture is valuable and meaningful. We pay more attention to "research" and more "activity". In a sense, "the process of cultural construction" is more important than "cultural research itself". The development of cultural projects is itself a combination of research and practice.

Finally, the construction of corporate culture is a long-term and difficult "process". This "process" must always be led by the enterprise, attracting more members of the organization to participate, and making the construction of the corporate culture a process of enhancing the common values or spiritual realm of the organization members .

to sum up

According to management guru Peter Drucker, "Organizations are bounded by their values." We very much hope that this "process" will be transformed into the education process of the client company's leadership "concerned about the conscience and conscience of the members of the organization", and in this process, it will mainly play a role to help the members of the organization complete systemic thinking. Through cultural construction, we will continue to expand the value boundary of the company's growth, and strive for the continued growth of client companies in a higher spiritual realm.