Cultural troubles of enterprises in the hottest en

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Some people say that the corporate culture of enterprises in the entrepreneurial period is the boss culture. Others say that the most important thing for enterprises in the entrepreneurial period is to market and engage in sales. At this time, don't talk about corporate culture, and then mention corporate culture when the enterprise is bigger and stronger. Is that true? Let me tell you a case first

a friend of mine is a "turtle". After returning to China, he partnered with several friends to open Jialuo technology company, which specializes in management software and related technical services for enterprises. He served as CEO, and several other people served as key positions in technology, marketing and sales in the company in the form of partnership. At the beginning, everyone was very motivated and United. The business of the company increased day by day, and the annual sales volume reached more than 200 million two years later, But then the problem came out, and several people began to divide. On the one hand, it was the interest dispute caused by the different size of personal contributions. On the other hand, everyone had their own plans. Some people wanted to start a new stove, some people wanted to break up, and some people wanted to continue to develop. What's more, the managers below were also panicked. A vice president took a large number of technical backbones to his competitors, and the company's business was almost paralyzed

later, my friend carried out a drastic reform, boldly reformed the company's personnel, and repositioned the company. Six months later, the whole company stabilized and stepped back into the track of rapid development. In a chat, he recalled the incident and said that the company was really terrible. Everyone was not in the mood to work. Even he felt strange that he was very good to employees and the company's treatment was very high, but why was this? Later, he realized a truth, in fact, it is very simple, "different aspirations and different strategies". People with different values will fight together sooner or later, so he quickly cut through the mess, first firmly clarify the equity relationship, go where he wants to go, and divide where he wants to go, and then re-establish the culture of the company, clean up and start over. The biggest lesson from this change is that in the past, he always thought that sales was very important and ignored cultural construction, but unconsciously, the company has produced many negative cultures. Culture is not a question of whether there is, let alone second-generation materials, but how to build it. In the entrepreneurial period, the enterprise's culture is usually like a small tree. The top management of the enterprise should be like a gardener, often watering and fertilizing him, pruning those crooked tree branches, and correcting them when necessary, otherwise this small tree may grow crooked, or even grow cancer

many enterprises in the entrepreneurial period are faced with such problems. When enterprises are just founded, they often start to act because of an idea or a good idea. At the beginning, people pay more attention to material returns, which is an entrepreneurial impulse. For example, Liu Yonghao was a primary school teacher at the beginning, and he just wanted to make his wife and children live better. His ideas are very simple. What values Strategy and culture are not considered too much. However, the enterprise has experienced the initial difficult entrepreneurial stage. After having a certain foundation, the entrepreneurs' ideas will change greatly. The initial goal may have been completed. What should we do next? Especially for those entrepreneurial teams composed of several people, everyone has his own ideas. What should we do next? This is related to many problems after the establishment of the provincial engineering laboratory, including the personality, ideals, goals and so on of the founder of the enterprise. During the entrepreneurial period, the development of new cultural products of enterprises caters to the development trend of automobile electrification. What are the troubles

boss behavior determines the corporate culture

enterprises in the entrepreneurial period pay more attention to the survival of enterprises, so most bosses focus on market development and product sales. Generally, the main work of bosses is marketing, and few do technology and R & D. Many bosses are "bull type" people, with full personal charm and high prestige. Niu Gensheng of Mengniu Group is such an entrepreneur with upright personality. His style is reflected in the daily management of Mengniu. For example, there are aphorisms such as "the sun shines, parents are kind, gentlemen are generous, and small popularity" in Mengniu culture, which have a good effect. There are less discord among colleagues, and more mutual understanding and love, It vividly reflects Mengniu's talent concept. In addition, Niu Gensheng himself is a very magnanimous person and hates the bureaucracy within the organization. Therefore, the company has formed such a culture since the beginning of its establishment. Between the upper and lower levels, only "downward operation" is allowed, and "upward operation" is not allowed. What does it mean? That is, the leaders care about the employees, and the employees look back at the leaders for bribery. During the Spring Festival, leaders can pay New Year greetings to their subordinates. As long as the leaders are abnormal and have problems, they will investigate them. Only the superiors are allowed to invite the subordinates, and the subordinates are not allowed to invite the superiors. Niu Gensheng said that he spent the most money to eat out together because his "official" was the largest

corporate culture is in the spontaneous stage

an enterprise in the entrepreneurial period may not have a very clear culture, but as long as it is an enterprise, it has its own culture, which is the value and behavior recognized by the enterprise

enterprises in the entrepreneurial period are still solving the problem of "food and clothing", so it seems that there is much less spiritual pursuit of "culture", which is actually a misunderstanding. Only if there are people in the enterprise, there will be culture. The behavior and management style of senior managers is a kind of culture in itself, but this culture has not been institutionalized. For example, when talking about the cultural style of the company, Li Dongsheng, the president of TCL, mentioned one thing. He heard that the following people asked him to report work. First, he asked his secretary, how is president Li feeling today? This event has a great impact on Li Dongsheng. The culture advocated by the company may not be as powerful as the boss' words and deeds. If the boss likes to listen well, it will gradually form a culture of "reporting good news but not bad news"

some enterprises have formed a "hymn" culture. As long as we are together, we will sing hymns to each other. Everything is good, but we can't say opinions, otherwise we will be "red faced". Especially those high-level leaders, who listen to more hymns, but get used to it. If they don't say or don't say deeply, the boss will have opinions on who

even if the enterprise

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