What Is the Difference Between Corporate Culture and Organizational Culture?

Corporate culture, or corporate culture (Organizational Culture), is an organization's unique cultural image composed of its values, beliefs, rituals, symbols, and ways of doing things. Concept on the concept textbook: Corporate culture is the basic beliefs and cognitions established by enterprises in order to solve the problems of survival and development, which are considered effective and shared by the members of the organization, and followed together. Corporate culture embodies the core propositions of a company's business management and the resulting organizational behavior.

Corporate organizational culture

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Corporate culture, or corporate culture (Organizational Culture), is an organization's unique cultural image composed of its values, beliefs, rituals, symbols, and ways of doing things. Concept on the concept textbook: Corporate culture is the basic beliefs and cognitions established by enterprises in order to solve the problems of survival and development, which are considered effective and shared by the members of the organization, and followed together. Corporate culture embodies the core propositions of a company's business management and the resulting organizational behavior.

"Corporate culture" is the common values and behavioral norms of enterprise members. In terms of vulgarity, every employee understands how to do it is beneficial to the company, and all consciously and voluntarily do so. Over time, a habit is formed; after a certain period of accumulation, the habit becomes natural and becomes people's mind. There is a solid "idea" here, and once this "idea" is formed, it will affect (constrain) everyone's behavior, and gradually become the "code of conduct" for everyone in the form of rules and regulations and moral fairness.

Corporate culture refers specifically to the general term for values and behavior norms established by enterprises in long-term production and operation activities, which are generally recognized and commonly followed by all employees of the enterprise.

Others believe that corporate culture should be understood in several ways:

1. Corporate culture is the basic game rule formed by enterprises in the process of solving problems of survival and development, so they will always "solve problems" as their purpose.

2. The corporate culture is shared by everyone as effective, and is commonly followed and consciously maintained;

3. Corporate culture is learned

4. Corporate culture is to maintain the sustainable development of the company.

5. The corporate culture reflects the key values of the enterprise.

In a broad sense, culture is the sum of material wealth and spiritual wealth created in the historical practice of human society; in a narrow sense, culture is social

There are many different understandings and expressions about the concept of corporate culture:

Tongxin Power's 12 opinions on corporate culture:

1. The reflection of values in management practice is the concentric driving force for the analysis and management of corporate culture. "Analyzing corporate culture is not just about understanding those values that leaders expect and proclaiming outwards, but how much they have experienced through management practice. Values are accepted by all members and reflected in the work "(Hofsted, international authority on cross-cultural management). Therefore, to sort out and locate corporate culture, we must analyze in detail the similarities and differences between various levels of management, such as sub-cultures and "advocacy culture", especially the similarities and differences in value orientation reflected in actual management behavior. Only detailed scientific research can locate it, so the so-called "corporate culture planning" is a kind of CIS image alienation, which has no substantial meaning to the cultural change of the enterprise.

2. Corporate culture is the concentric power of inheritance It is believed that corporate culture is inherited. Enterprise culture is gradually formed in the company's long-term business activities, and it is a high degree of generalization of corporate management epistemology and methodology. Therefore, combing the history of corporate culture development and the history of corporate culture personality formation is a very important part of corporate culture construction. The result of combing cultural history can clearly explain to employees Where does our culture come from and Why is our culture like this? It is a strong support for the existing cultural system.

3. The continuous growth of value is the fundamental purpose of corporate culture construction. Concentric Motive Force believes that the sustainable and healthy growth of value is the fundamental purpose of corporate culture construction. The purpose of corporate culture construction is to summarize success genes, clarify core values, rationalize value differences, unify management thinking, clarify common language and norms, achieve internal adaptation to external competitive environments, improve organizational operation efficiency, and shape the whole. Image, improve the company's core competitiveness, and achieve sustained and healthy growth in business performance. And the continuous growth of performance is the most important indicator of the almost irreplaceable measure of enterprise management ability and work value. Therefore, the penetration and deepening of culture in management (internal integration and external adaptation) is more important than the cultural system itself.

4. "Deep planting power" is a prominent problem in the construction of Chinese corporate culture. Concentric Motives believe that "deep planting power" is a prominent problem in the construction of Chinese corporate culture. The main reason for the poor planting power is that the cultural system itself is not operable and there is no scientific operation plan, and the system itself is not the main source of the problem.

5. Personality is the life of corporate culture

6.The scientific corporate culture system is clear and practical

7. The combination of qualitative and quantitative is the foundation of the formation of corporate culture system

8.The core of corporate culture construction is identification and sharing

9. A clear interpretation of corporate culture is the result of external and internal interactions

10. Corporate culture is not CIS (idea recognition system MIS + behavior recognition system BIS + visual recognition system VIS)

11. Enterprise culture is based on entrepreneur culture

12, corporate culture is not planned

The deep meaning of corporate culture

1. American scholars

In the early 1980s, Professor Terence Deere, a professor at the Harvard Institute of Education, and Allen Kennedy, a consultant at McKinsey & Company, accumulated a wealth of information in long-term business management research. In a period of 6 months, they focused on a detailed survey of 80 companies and wrote a book called "Corporate Culture-Customs and Etiquette of Enterprise Survival." The book became the best-selling management book after it was published in July 1981. Later, it was rated as one of the ten most influential management monographs in the 1980s, and became a classic for discussing corporate culture. It uses rich examples to point out that outstanding and successful companies have a strong corporate culture, which is commonly adhered to by all employees, but is often a natural convention rather than a written code of conduct; and there are all kinds of propaganda, Rituals and customs that reinforce these values. It is the corporate culturea non-technical and non-economic factor that has led to these decisions, personnel appointments and removals in the enterprise, as small as the behaviors, clothing, and habits of employees. In two companies with similar conditions, the consequences for the development of the company are completely different due to the strength of their culture.

The emergence of corporate culture theory has its historical necessity

First, due to the development of productivity and the popularization of new office tools such as the Internet, some changes have occurred in the daily management rules of enterprises, and changes in labor tools require the updating of ideas;

Second, the proportion of people's intellectual factors in labor increases, and the number of mental workers increases. Correspondingly, enterprise managers can no longer treat these high-quality employees as robots, but must give employees emotional and intellectual respect;

The third is that with the development of productivity, people's needs meet higher levels, and companies must adapt to this new situation, so as to develop a suitable for modern people.

Deere and Kennedy summarized the entire theoretical system of corporate culture into five elements, namely corporate environment, values, heroes, cultural rituals and cultural networks. Enterprise environment refers to the nature of the enterprise, the direction in which it operates, the external environment, the company's social image, and its connection with the outside world. It often determines the behavior of a business. · Values refer to the unanimous understanding of the members of the company about the good or bad, good and evil, right and wrong, and whether it is worth emulating. Values are at the core of corporate culture, and unified values allow members in the enterprise to have a uniform standard in judging their own behavior, and use this to choose their own behavior. · Heroes are the core figures of corporate culture or the personalization of corporate culture. Its role is to serve as a living model and provide other employees in the enterprise with examples to emulate. It is extremely important for the formation and strengthening of corporate culture. effect. · Cultural ceremony refers to various commendation, reward activities, parties and entertainment activities in the enterprise. It can dramatize and visualize certain things happening in the enterprise to vividly publicize and reflect the company's values and make people Through these lively activities to understand the connotation of corporate culture, make corporate culture "learning and entertaining." Cultural networks refer to informal channels of information transmission, mainly to disseminate cultural information. It is composed of some informal organization and crowd, as well as a specific occasion, and the information it sends often reflects the wishes and mentality of employees.

The content of corporate culture is very broad according to the definition of corporate culture, but the most important ones should include the following:

Business philosophy

Business philosophy

[Different according to the company's mission and operation method]

Deere and Kennedy divided corporate culture into four types: strongman culture; hard work and fun culture; tackling culture; process culture.

1. Tough guy culture.

This culture encourages internal competition and innovation, and encourages adventure. Strong competition, fast product updates, corporate culture

2. Work hard and enjoy the culture.

This culture places equal emphasis on work and play, and encourages employees to complete less risky jobs. Features of a corporate culture that is not highly competitive and has relatively stable products.

3. Bet culture .

It has the characteristics of betting on the basis of thorough analysis. General corporate culture with large investments and slow returns.

4. Process culture.

This culture focuses on how to do it. There is basically no feedback on the job, and it is difficult for employees to measure the work they do. Features of a corporate culture with a strong organization and the ability to complete tasks step by step

The content of corporate culture construction can include the following aspects:

Corporate culture system

1. Corporate culture system

2. Diagnosis and evaluation of corporate culture

3. Refinement and promotion of corporate culture ideology

4. Design of the Code of Conduct System for Enterprises and Enterprise Personnel

5.Design of corporate visual identity system

6. Corporate culture promotion system design

7. Strategic plan for corporate culture construction

8. Design of corporate culture training system

9. Personal brand building of entrepreneurs

Brand and cultural integration

1. Branding

2. Culture combing

3. Brand and culture integration and communication positioning

4. Brand and culture integration and communication plan

Cultural change

1. Diagnosis and evaluation of corporate culture

2. Strategic planning for cultural change

Cross-cultural management

Enterprise cross-cultural management diagnosis / convergence

M & A Culture Integration

Cultural Evaluation / Integration in M & A

Group culture and subculture integration

Group owner culture and subculture diagnosis / construction

I. Functions of corporate culture

(A) corporate culture has a guiding function

The so-called guiding function is to guide the leaders and employees of the enterprise through it. The guiding function of corporate culture is mainly reflected in the following two aspects.

1. Guidance of business philosophy and values

The business philosophy determines the way of thinking and the rules for dealing with problems. These methods and rules guide business operators to make correct decisions and guide employees to adopt scientific methods to engage in production and business activities. The common value concept of the enterprise stipulates the value orientation of the enterprise, so that employees' judgments on things form a consensus, and they have a common value goal. The leaders and employees of the company act for the value goals they have identified. American scholar Thomas Peters and Robert Waterman Jr. point out in the book "The Pursuit of Excellence" that "all the great companies we study are very clear about what they stand for and have carefully established and shaped the company's values. In the past, a company lacks clear values or incorrect values, and we doubt whether it is possible to achieve operational success. "

2. Guidelines for corporate goals

Corporate goals represent the direction of corporate development. Without the right goals, you lose your way. A perfect corporate culture will proceed from reality and establish a scientific development goal with a scientific attitude. This goal must be feasible and scientific. Enterprise employees are engaged in production and operation activities under the guidance of this goal.

(B) the restraint function of corporate culture

The restraint function of corporate culture is mainly achieved through the improvement of management systems and ethics.

1. Constraints of effective regulations

Enterprise system is one of the contents of corporate culture. The enterprise system is the internal regulations of the enterprise, which must be followed and enforced by the leaders and employees of the enterprise, thus forming a binding force.

2. ethical constraints

Ethics regulates the behavior of corporate leaders and employees from the perspective of ethical relationships. If people violate the requirements of ethics, they will be reprimanded by the public opinion, and they will feel guilty psychologically. The ethical code of Tongrentang Pharmacy Keeping healthy, striving for excellence, being child-friendly, and treating all people equally constrains all employees to operate strictly in accordance with process regulations, strict quality management and strict discipline.

(3) Cohesive function of corporate culture

The corporate culture is people-oriented and respects the feelings of people. This has created a harmonious atmosphere of unity, love and mutual trust in the enterprise, strengthened the group consciousness, and formed a strong cohesion and centripetal force among enterprise employees. Common values have formed common goals and ideals. Employees regard the enterprise as a community of destiny and their own work as an important part of achieving the common goal. The entire enterprise is in step and forms a unified whole. At this time, "the factory is prosperous and the factory is prosperous and the factory is degraded and shameful" becomes the sincere feelings of the employees, and "love the factory as home" will become their actual action.

(IV) Incentive function of corporate culture

The common values make every employee feel the value of their existence and behavior. The realization of self-worth is a kind of satisfaction of the highest spiritual needs of people, and this satisfaction will definitely form a strong incentive. In a people-oriented corporate culture, leaders and employees, and employees and employees care and support each other. In particular, the leaders care about the employees. The workers' union will be respected, and they will naturally inspire and work hard. In addition, the entrepreneurial spirit and corporate image have great encouraging effects on enterprise employees, especially the success of corporate culture construction, and when they have an impact on society, enterprise employees will have a strong sense of honor and pride. They will redouble their efforts to use Use your own actions to protect the honor and image of the company.

(V) Adaptation function

Adaptation is adjustment and adaptation. There are inevitably some contradictions between various departments and employees of the enterprise due to various reasons. To resolve these contradictions requires self-regulation; there will be inconsistencies between the enterprise and the environment, with customers, with the enterprise, with the country, and with society Where it is not suitable, it also needs to be adjusted and adapted. Corporate philosophy and corporate ethics enable managers and ordinary employees to deal with these conflicts scientifically and restrain themselves consciously. The perfect corporate image is the result of these adjustments. The adaptation function is actually a manifestation of the functioning of the enterprise.

(6) Radiation function

Cultural power not only plays a role in companies, it can also influence society through various channels. There are many channels for radiating cultural power, including communication media and public relations activities.