Corporate culture is the soul of an enterprise and an inexhaustible driving force for its development. It contains very rich content, the core of which is the spirit and values ??of the enterprise. The values ??here do not generally refer to various cultural phenomena in corporate management, but the values ??held by the enterprise or its employees in the production and operation of goods.

Different expressions of the concept of corporate culture

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

1. American scholars John Cotter and James Heskett believes that corporate culture refers to the corporate values ????and business practices shared by all departments in an enterprise, at least the senior managers of the enterprise. ...refers to the very same cultural phenomenon possessed by various functional departments of a division in an enterprise or departments located in different geographical environments.

2. Tres Dill and Allen Kennedy believe that corporate culture is values, heroes, customs and rituals, cultural networks, and corporate environment.

3. William Ouchi believes that corporate culture is "aggressive, defensive, and flexible-that is, the values ????that determine activities, opinions and behavior patterns.

4. Corporate culture is A new modern enterprise management theory. If an enterprise wants to truly enter the market and find a path of faster development, better efficiency, continuous improvement of overall quality, and coordinated economic development, it must popularize and deepen the construction of corporate culture.

5. Corporate culture can be understood in both broad and narrow senses. In the broad sense, corporate culture refers to the material culture and spiritual culture created by an enterprise with its own characteristics; in the narrow sense, corporate culture refers to the management of its own personality formed by the enterprise. The synthesis of purpose, values ??and moral code of conduct

6. Corporate culture is an organic and important part of the social and cultural system. It is a comprehensive reflection and expression of national culture and modern consciousness within the enterprise. , It is a corporate characteristic and group consciousness formed under the influence of national culture and modern consciousness, as well as the behavioral norms generated by this consciousness.

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(1) Corporate culture is at work. The norms gradually formed in the group.

(2) Corporate culture is the main values ????believed in by an enterprise. It is a collection of far-reaching values, myths, and heroic symbols.

(3) Corporate culture is the purpose that guides the company in formulating employee and customer policies

(4) Corporate culture is the "principle" of competition for survival in the company, and it is the basis for new employees to be hired by the company. "Internal rules" that must be mastered.

(5) Corporate culture is the feeling or atmosphere conveyed by the layout of objects in the company, and the way in which company members interact with customers or other outside members.

(6) Corporate culture is the company culture composed of traditional atmosphere. It means the company's values, such as aggressiveness, defensiveness or flexibility-these values ??form the norms of the company's employees' vitality, opinions and behaviors, and are implemented by managers. These norms are instilled in employees and passed on from generation to generation.

(7) Corporate culture is a certain cultural concept and historical tradition formed in an enterprise, and the same values, ethics and life information. , unify various internal forces under the same guiding ideology and business philosophy, and converge in a same direction

(8) Corporate culture has both economic and cultural significance. Mixing means that the values ??and codes of conduct formed in the corporate world have a cultural impact on people and society. It does not refer to knowledge cultivation, but to people's attitude towards knowledge; it is not about profits, but the psychology of profits. ; It is not interpersonal relationships, but the philosophy of life embodied in interpersonal relationships. Corporate culture is something that permeates all activities of an enterprise. It is the virtue of an enterprise.

(9) Corporate culture refers to the basic information of the enterprise organization, the basic values, and the basic views on the internal and external environment of the enterprise. It is the code of conduct and value system that all members of the enterprise abide by and believe in. It is a philosophical concept that guides people in their work.

(10) Corporate culture is the spiritual wealth and material form with the characteristics of the enterprise created in the production, operation and management activities of the enterprise under certain social and historical conditions. It includes cultural concepts, values, entrepreneurial spirit, moral norms, codes of conduct, historical traditions, corporate systems, cultural environment, corporate products, etc. Values ??are the core of corporate culture.

The latest perspective on corporate culture: Corporate culture can be planned. If a company wants to go public, management should be listed first, and values ??should be listed first! Zhang Ruimin once said: "Haier has only done one thing in 17 years: innovation." If we say the key to Haier's success is the characteristic culture Haier has established and doing only one thing for many years. Over the years, many companies have come to Haier to learn from it and took away a lot of information, but China has not really created many "Haiers". Why? Because it is easy to resemble them in form but difficult to resemble them in spirit.

Haier President Yang Mianmian also said something: Everyone says that the core of Haier is innovation culture, but how to implement innovation. Haier's success lies in adhering to culture and has persisted for 20 years. Why can’t Haier’s management model be transferred? Because this management model is boring and hard. Yang Mianmian said that people have three quotients: emotional quotient, intelligence quotient and resilience quotient, and resilience quotient is the most difficult to achieve. This is also Haier’s culture.

Culture is the "Tao", which runs through the development of an enterprise and is embedded in every detail and system of the enterprise. Culture is intangible but more powerful than tangible things. It is the core of enterprises in the era of "ideas win". Therefore, Yingteng Consulting believes that outstanding companies should not only be listed on the market, but more importantly, their culture and values ??should be listed on the market.

As an enterprise develops and expands, many internal control issues must be dealt with in order to reduce mistakes made by the enterprise in good times. Internal control should mainly pay attention to the following four points: first, the control touches every link and aspect of the enterprise's operation, leaving no control blind spots, that is to say, all business management activities of the enterprise should be included in the scope of internal control; second, the authority The divisions are clear and specific, and have strong operability, which means that the internal control system as a system must truly become a behavioral norm for enterprise managers and be easy to operate; thirdly, the control procedures must be standardized, and process control must receive special attention, that is, It is said that internal control should form a scientific mechanism, especially the control of the operation and management process should be placed in a prominent position. Through control, problems can be nipped in the bud; fourth, it must have good control effects and the function of internal control can be effectively exerted.

Judging from the current practical operation of enterprise internal control systems, in order to meet the above standards and implement effective internal controls, the following four difficulties must be studied and solved: 1. How to grasp the degree of authorization. 2. How to improve the degree of control of the controlled object. 3. How to improve the degree of standardized control. 4. How to improve the proficiency of controllers

As for the prevention of cases in the process of enterprise development, there are two suggestions:

(1) Strengthen political quality education and strengthen the construction of internal control systems .

Case prevention must be people-oriented, establish a correct understanding of the importance of internal control system construction, adhere to ideological education as the main focus, start with ideological and political education of employees, education of laws and regulations, and education of case analysis, combined with practical and practical We should raise awareness in a targeted and targeted manner and firmly build a strong ideological defense embankment. First, it is necessary to strengthen the political and ideological education of employees, continuously improve the ideological and political literacy of employees, educate employees with negative typical cases such as Gucheng and Anping, and establish a good "three outlooks": world view, outlook on life, and values. Have a good moral character and good Work style; pass the "three hurdles" well: power, money, and human relations, use power correctly, do not abuse power, be unmoved in the face of money, and be principled in the face of human relations.

The second is to strengthen the education of employees on laws and regulations, and regularly carry out legal and discipline education and learning, so that people know, understand and abide by the law, abide by rules and systems, improve their awareness of laws and regulations, and cultivate people's ability to prevent corruption, self-control, and stay awake at all times. With a clear mind, every employee knows the responsibilities they should bear in handling business and operations. At the same time, it is necessary to further improve and perfect the internal control system. Imperfect systems or loopholes are important reasons for low management efficiency and the success of criminals. Therefore, we must first formulate a sound and complete internal control system to restrict and limit the important risk positions of each business. Second, we must revise internal control systems that are incompatible with or conflict with current financial regulations, and formulate new internal control systems in a timely manner for new business operations. Fifth, we must establish and improve internal control mechanisms to prevent unexpected risks. It is necessary to establish a reasonable authorization classification system, improve various approval procedures, and strictly enforce various procedures; formulate an effective internal verification system, improve internal restraint institutions, and adhere to a mutual verification system between relevant departments and relevant positions in the business process. , This can reduce work errors, prevent fraud and plug leaks

(2) Strengthen system prevention and strengthen the construction of mutual control systems.

Systems are the guarantee for standardizing human behavior and the basis for mutual control. Employees, departments, and superiors and subordinates must control and supervise each other to establish a long-term mechanism for institutional prevention. The first is to establish a "top leader" responsibility system. The top leader of each credit union must be the overall person responsible for case prevention, and a case prevention leading group should be established to take charge of each level and grasp the next level. The second is to establish a chain of post responsibility system. Vertical and horizontal joint responsibilities should be established between various departments, positions, and superiors and subordinates in rural credit cooperatives. According to the principle of "whoever sponsors, whoever is responsible, whoever is in charge, whoever is jointly and severally, whoever directly violates the rules, whoever is directly responsible", and whoever is directly responsible will be held accountable step by step. responsibility. The second is to strengthen audits and inspections. While conducting routine audits on the business operations of credit cooperatives, various forms of special audits and key audits must also be carried out. When necessary, a ten-day reporting system for funds and important accounts can be implemented, so that changes in the credit union's fund accounts can be monitored by superior authorities at any time, problems can be discovered in a timely manner, and internal personnel can be prevented from committing crimes by taking advantage of their positions and work. The third is to strengthen the key monitoring of individual personnel, learn to use some clues to observe things, and understand the changes in employees' thoughts and behaviors. People with impure thoughts and signs of abnormality must be closely managed, especially those whose behavior exceeds 8 hours. We must conduct open and covert inspections to keep abreast of their ideological trends. Once any inappropriate behavior is discovered, they must change positions, suspend for study, or be transferred from the original unit. It helps to detect problems early and prevent cases early. The fourth is to increase the inspection of the internal control system to ensure that no blind spots are left. The internal control system established by credit unions must be inspected more intensively, and various forms such as regular census, irregular random inspections, temporary surprise inspections, nighttime on-site inspections, and telephone inspections should be adopted to urge employees to adhere to the system and operate according to regulations. This will not only raise awareness and attach great importance to it ideologically, but also enable people to abide by the rules and avoid violations in actual work. The fifth is to strengthen the construction of the “three lines” of defense and continuously improve the self-discipline management capabilities of business authorities. The first is the self-control line of defense. Front-line positions must implement dual-person, dual-job and dual-responsibility; if a single-person position handles business, there must be corresponding front-end monitoring and follow-up supervision mechanisms; each business department should, based on the need to prevent various business risks within the business scope under its jurisdiction, Organize and carry out inspection, supervision and control of the implementation of the internal control system of the jurisdiction's business, and assume control responsibility for the control effect. The second is mutual control and defense. Each agency should establish a working mechanism for mutual supervision and restriction between relevant departments and relevant positions, establish working procedures for the transfer of business documents between relevant departments and relevant positions, and clarify signing responsibilities. The third is monitoring the line of defense. A monitoring and defense line should be established in which the internal supervision department implements comprehensive supervision and feedback on the business of various institutions, departments and positions.