Question 1: What is the meaning of organizational culture? Organizational culture refers to the common value system of organizational members, which makes the organization unique and different from other organizations. This value system is a series of key characteristics that Chu Zhi attaches importance to, that is, the essence.
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Question 2: What is organizational culture? It is believed that organizational culture consists of three levels of content. The first level is the explicit part of culture. Taking an enterprise as an example, it refers to the external and material things in the enterprise organization such as factories, facilities, machines, equipment, products, services, and factory appearance. The second, deeper level is called institutional culture, which refers to the organizational rules, conventions, disciplines and other institutional forms. The deepest level is the core level, which is called spiritual culture. Refers to the values, beliefs, ideals and other spiritual forms of the organization. The sum of these three levels is organizational culture.
Question 3: What is corporate culture 1. What is corporate culture?
Corporate culture refers to the values ??that are gradually formed by an enterprise in the practice of socialist market economy and are recognized and followed by all employees and have the characteristics of the enterprise. The sum of business principles, business style, entrepreneurial spirit, ethics and development goals.
Corporate culture is the cultural concepts, historical traditions, common values, ethics, codes of conduct and other corporate ideologies formed in the enterprise. Corporate leaders apply the changes in culture to the human function In order to solve the problems in modern enterprise management, enterprises have corporate culture. Both enterprise management theory and corporate culture management theory pursue efficiency. However, the former treats people as objects in pursuit of benefits, while the latter consciously applies cultural concepts to enterprises in pursuit of benefits, and regards people with rich creativity as the center of management theory. When this guiding ideology is reflected in corporate management, there are various concepts that people call corporate culture.
2. What is socialist corporate culture?
The term corporate culture comes from Western capitalist countries. As a socialist country, China's reform aims to establish a market economic system. Therefore, the corporate culture that China wants to build can only be a socialist corporate culture. It is based on this logic that many of the corporate culture monographs we publish are named socialist enterprises.
3. How should we know and understand corporate culture?
First of all, we must adopt a philosophical approach, proceed from the reality of Chinese corporate culture, conduct in-depth investigations and studies, and grasp the essential connections between various phenomena of corporate culture. Based on practical experience, we make scientific generalizations and summaries from emotional recognition to rational understanding. Secondly, through practice, we must eliminate the false and retain the true of the perceived essence and general characteristics of corporate culture, thereby determining the essence of corporate culture. Third, we must realize that corporate culture is not composed of a single factor, and find out the most basic decisive factors of corporate culture and their relationships with other factors. Fourth, we must realize that the concept of corporate culture is not static. It is a dynamic process, formed during development, and enriched and changed in the development of society and history.
4. What are the common one-sided understandings of the meaning of corporate culture?
The term corporate culture is not unfamiliar to many people. People have different opinions on corporate culture. Some people think that corporate culture is the various cultural and sports activities conducted within the company, such as playing ball, singing, dancing, etc.; some think that corporate culture is the corporate image design, which is the CIS strategy; others Some people think that corporate culture means that the company publishes its own factory journals and newspapers to provide a cultural space for employees. Others think that corporate culture means engaging in ideological education...
From the current point of view, these statements are all Not comprehensive enough. The above are only manifestations of corporate culture, or the carrier of corporate culture, and cannot be equated with corporate culture. It should be clear that corporate culture is not a combination of company and culture, nor is it a grafting of company and culture, nor is it a sorority between entrepreneurs and cultural people.
5. What is the meaning of corporate culture?
The connotation of corporate culture specifically includes the following factors: values, codes of conduct, corporate management philosophy, business philosophy, entrepreneurial spirit, etc., which constitute the core content of corporate culture. It is the sum of concepts formed by an enterprise for production, operation and management.
It is a people-centered corporate management theory that emphasizes soft elements in management, and its core meaning is corporate values.
6. What is the structure of corporate culture?
Corporate culture structure refers to the temporal and spatial order, primary and secondary status and combination of various elements in the corporate culture system. Corporate culture structure is the proportion of the composition, form, level, content, type, etc. of corporate culture. relationships and positional relationships. It shows how the various elements link to form the overall pattern of corporate culture. That is, the material culture, behavioral culture, institutional culture, and spiritual culture of the enterprise.
7. What are the similarities and differences between corporate culture and corporate spirit?
The similarity is that they all belong to the category of human ideology. The difference is that in addition to the conceptual culture, corporate culture also has other contents, such as organizational institutionalization, material culture, etc. This means that the connotation of corporate culture is greater than the corporate spirit.
8. What are the elements that constitute corporate culture?
There are five elements that constitute corporate culture: corporate environment, values, heroes, ceremonies, and cultural networks.
9. What are the three structural elements of corporate culture?
Its three major structural elements are corporate material cultural elements, corporate institutional cultural elements,...>>
Question 4: The basic characteristics and functions of organizational culture are What? The role of organizational culture in enterprises is well known, but understanding and measuring organizational culture is an arduous task. The Denison organizational culture model introduced in this article was created by Daniel Denison, a famous professor at the International Management School in Lausanne (IMD), Switzerland. The author believes that this model is one of the most effective and practical models for measuring organizational culture. After studying a large number of companies, Denison summarized the four characteristics of organizational culture: adaptability, mission, participation and consistency.
Participation involves the cultivation of employees’ work ability, ownership and responsibility. A company's score on this cultural trait reflects the importance it places on developing, communicating with, and engaging employees in their work.
Consistency is a measure of whether a company has a strong and cohesive internal culture.
Adaptability mainly refers to a company's ability to respond quickly to various signals in the external environment (including customers and markets).
Mission (mission) This cultural characteristic helps determine whether a company is focused solely on immediate profits or on formulating a systematic strategic action plan. Successful companies tend to have clear goals and ambitious goals.
Each of these four characteristics has three dimensions. The practicality of this model is that users can quickly determine the company's score on one to 12 dimensions by conducting a 15-minute questionnaire survey on the company's employees and performing relevant calculations based on the survey results; because these 12 Dimensions accordingly have an important impact on performance indicators such as market share and sales growth, product and service innovation, return on assets, return on investment, and return on sales. Therefore, it is helpful to test the company's scores in these aspects. It enables managers to take appropriate actions to adjust their organizations and achieve strategic goals.
A closer look at the structure of the model reveals that among the four characteristics, engagement and adaptability measure how flexible a company is, while mission and consistency measure how predictable and stable a company is. In addition, adaptability and mission are related to the company's ability to adapt to the external environment, while participation and consistency emphasize the integration of the company's internal systems, structures and processes.
Functions of organizational culture
Once organizational culture is formed, it will become informal control rules that restrict the behavior of organizational members, causing organizational members to give up some behaviors and interests that are not suitable for the organization's expectations. orientation. Due to the influence of organizational culture, organizational members adopt the same values ??and morals. In this way, interpersonal relationships within the organization will be more harmonious, various conflicts in the organization will be alleviated, and organizational culture will play the role of cohesion, regulation, and motivation. 1? Guidance function.
The guiding function of organizational culture is reflected in its guiding role in the value orientation and behavioral orientation of the organization as a whole and its members, so that they conform to the goals set by the organization. The guiding function of organizational culture is embodied in two aspects. First, it plays a guiding role in guiding the thoughts and behaviors of individual organizational members; second, it plays a guiding role in guiding the value orientation and behavior of the enterprise as a whole. The values ??and norms of its own system established by corporate culture guide employees' behavioral psychology, allowing people to subconsciously accept the same values ??and voluntarily regard corporate goals as their own goals. 2? Constraint function. The constraining function of organizational culture refers to the role of organizational culture in constraining and regulating the thoughts, psychology and behavior of each organizational member. The constraints imposed by corporate culture on organizational members are soft constraints, which come from the organizational cultural atmosphere, team code of conduct and ethics. Spiritual and cultural contents such as team consciousness, social public opinion, and common customs and fashions will create strong team psychological pressure and motivation to conform individual behaviors, causing organizational members to have cries and self-control. 3. Cohesion function. When a value is unanimously recognized by organizational members, organizational culture becomes the glue for organizational members, uniting organizational members from all aspects, thus generating huge centripetal force and cohesion, creating a profound sense of identity, and making the organization Members are willing to participate in the organization's affairs, develop their potential, and contribute to organizational goals. 4? Incentive function. Organizational culture has the effect of creating a high mood and enterprising spirit among organizational members. People-centered corporate culture can satisfy organizational members’ high regard for respect...>>
Question 5: What is organizational culture? How to describe the organizational culture of an organization? Corporate culture, or organization Culture (Corporate Culture or Organizationa Culture) is an organization's unique cultural image composed of its values, beliefs, rituals, symbols, ways of doing things, etc.
It is rooted in the company's system and is a trait formed by the long-term accumulation of employees in the company under this system
Question 6: Briefly describe the functions of organizational culture and the basic connotation of organizational culture
Organizational culture is the increasingly stable and unique values ??that are gradually generated and developed by an organization under a certain socio-economic and cultural background in the long-term development process, as well as the behavioral norms and norms formed as the core. Moral principles, group consciousness, customs and habits, etc. People with different backgrounds and positions in the organization basically use a certain language and method when describing the organizational culture, such as rituals, rules and regulations, habits, etc. Generally speaking, the organizational culture of an organization is mainly reflected in the aspects of overall awareness, collaboration awareness, communication mode, dispute tolerance, attitude towards risks, relationship between managers and employees, goal orientation, etc.
The four levels of organizational culture 1? Surface material culture. It is the embodiment of organizational culture on the material level and the material carrier of mass values. For example, factory appearance, product style and packaging, equipment features, architectural style, factory flag, factory uniforms, factory logo, souvenirs, commemorative buildings, etc. They constitute the concrete representational objects of culture. 2?Shallow behavioral culture. It is the activity culture generated by organizational members in production and operation, learning, entertainment, and interpersonal interactions. It includes business activities, education and publicity activities, activities to coordinate interpersonal relationships and various cultural, entertainment and sports activities. These activities also reflect the organization's business style, spiritual outlook, interpersonal relationship model and other cultural characteristics, and are also a dynamic reflection of the corporate spirit and corporate goals. 3? Middle-level institutional culture. Systems are external behavioral norms that constrain the behavior of organizational members and maintain the normal order of organizational activities. The institutional layer includes various systems, regulations, organizational structures, and some special ceremonies, rituals, customs, etc. within the organization. This layer of culture is the part of the organizational culture that regulates the behavior of people and things. It reflects the values ??and spiritual outlook of the organization from the leadership system, organizational system, management regulations, etc. 4? Deep spiritual culture. This is the core layer of modern corporate culture, which refers to the unique ideology and cultural concepts formed during the operation of the organization. It includes organizational goals, organizational spirit, organizational climate, organizational ethics and organizational philosophy, etc. Spiritual culture is often the result of long-term accumulation and precipitation of an organization.
Functions of organizational culture
Once organizational culture is formed, it will become informal control rules that restrict the behavior of organizational members, causing organizational members to give up some behaviors and interests that are not suitable for the organization's expectations. orientation. Due to the influence of organizational culture, organizational members adopt the same values ??and morals. In this way, interpersonal relationships within the organization will be more harmonious, various conflicts in the organization will be alleviated, and organizational culture will play the role of cohesion, regulation, and motivation. 1? Guidance function. The guiding function of organizational culture is reflected in its guiding role in the value orientation and behavioral orientation of the organization as a whole and its members, so that they conform to the goals set by the organization. The guiding function of organizational culture is embodied in two aspects. First, it plays a guiding role in guiding the thoughts and behaviors of individual organizational members; second, it plays a guiding role in guiding the value orientation and behavior of the enterprise as a whole. The values ??and norms of its own system established by corporate culture guide employees' behavioral psychology, allowing people to subconsciously accept the same values ??and voluntarily regard corporate goals as their own goals. 2? Constraint function. The constraining function of organizational culture refers to the role of organizational culture in constraining and regulating the thoughts, psychology and behavior of each organizational member. The constraints imposed by corporate culture on organizational members are soft constraints, which come from the organizational cultural atmosphere, team code of conduct and ethics. Spiritual and cultural contents such as team consciousness, social public opinion, and common customs and fashions will create strong team psychological pressure and motivation to conform individual behaviors, causing organizational members to have cries and self-control. 3. Cohesion function. When a value is unanimously recognized by organizational members, organizational culture becomes the glue for organizational members, uniting organizational members from all aspects, thus generating huge centripetal force and cohesion, creating a profound sense of identity, and making the organization Members are willing to participate in the organization's affairs, develop their potential, and contribute to organizational goals. 4? Incentive function. Organizational culture has the effect of creating a high mood and enterprising spirit among organizational members. People-centered corporate culture can satisfy organizational members' pursuit of high-level needs such as respect, thereby stimulating organizational members to consciously develop the spirit of fighting for organizational goals from deep within their hearts; at the same time, corporate culture adjusts the unreasonable needs of organizational members through soft constraints, Form a positive overall force and envoy...>>
Question 7: What is organizational culture and what are its characteristics? Management Organizational culture in a broad sense: refers to the construction and development of enterprises The sum of material civilization and spiritual civilization formed. Including hardware and software in organizational management, explicit culture and implicit culture
Organizational culture in a narrow sense: Organizational culture is unique to the organization and formed in the long-term survival and development of the organization. The sum of the highest goals, values, standards, basic beliefs and behavioral norms that are followed by most members of an organization and their reflection in the organization
Specifically: organizational culture refers to all members of the organization*** A general term for group consciousness such as shared values, codes of conduct, team awareness, ways of thinking, work styles, psychological expectations, and a sense of group belonging.
Characteristics:
1. Consciousness of organizational culture
In most cases, organizational culture is an abstract category of consciousness, which serves as a A resource that should be included among the intangible assets of an organization. It is a group consciousness phenomenon within an organization, an ideational behavioral orientation and spiritual concept, but the conscious characteristics of this culture do not deny that it can always be expressed in general terms.
2. The systematic nature of organizational culture
Organizational culture consists of a series of contents such as shared values, team spirit, and behavioral norms. Each element is interdependent and Connect with each other. Therefore, organizational culture is systemic. At the same time, organizational culture is always based on a certain social environment. It is the result of the influence of social culture and is constantly adjusted with the progress and development of social culture.
3. The cohesion of organizational culture
Organizational culture can always show people certain beliefs and attitudes. It affects the philosophy and world view of organizational members, and also affects people. way of thinking. Therefore, within a given organization, people are always driven by the philosophy they believe in, which acts as the "glue". A good organizational culture also means a good organizational atmosphere, which can stimulate the morale of organizational members and help enhance group cohesion.
4. The orientation of organizational culture
The deep meaning of organizational culture is that it stipulates the norms and value orientation of people's behavior. It has the most lasting and profound influence on people's behavior. Therefore, organizational culture is directional. Heroes are often the personification of organizational values ??and the concentrated expression of organizational strength. They can indicate what kind of behavior is promoted within the organization and what kind of behavior is opposed, so that one's own behavior matches the requirements of the organizational goals.
5. The plasticity of organizational culture
The organizational culture of a certain organization is not born with it, but is formed through the gradual summary, cultivation and accumulation in the process of organizational survival and development. of. Organizational culture can be cultivated and shaped through human efforts, and the formed organizational culture is not static and will be adjusted as the internal and external environment of the organization changes.
6. Long-term nature of organizational culture
Long-term nature means that the process of shaping and reshaping organizational culture takes a long time and is an extremely complex process. The formation of shared values, common spiritual orientation and group consciousness cannot be completed in a short period of time. In this creative process, it involves the issue of adjusting the organization to adapt to its external environment, and also requires the cooperation of various members within the organization. Consciousness is reached between them.
Question 8: What is organizational culture? How does it affect organizational behavior? The role of corporate culture
When it comes to corporate culture, many managers think it is imaginary and has no practical effect. The corporate culture of most companies is often summarized by one person according to his own standards within an hour. Of course, there are big problems with the corporate culture created in this way. The reason for this is because they do not really understand the importance of corporate culture. Specifically, corporate culture generally has the following six basic functions:
1. Guidance function
Corporate culture can guide the value and behavioral orientation of the enterprise as a whole and its members. It is specifically reflected in two aspects: first, it plays a guiding role in the thoughts and behaviors of individual enterprise members; second, it plays a guiding role in the value orientation and operation management of the enterprise as a whole. This is because once a company's corporate culture is formed, it establishes its own system of values ??and norms. If the values ??and behavior orientations of company members are contrary to the system standards of corporate culture, the corporate culture will correct them and replace them. It leads to the company's values ????and norms and standards.
2. Constraint function
Corporate culture has a constraining and normative effect on the thoughts, psychology and behavior of corporate employees. The constraints of corporate culture are not institutional hard constraints, but soft constraints. This constraint arises from the corporate culture atmosphere, group code of conduct and moral norms of the company. Spiritual and cultural contents such as group consciousness, social public opinion, and unique customs and fashions will create strong group psychological pressure and motivation to conform individual behaviors, causing corporate members to generate psychological cries, and then achieve behavioral self-esteem. control.
3. Cohesion function
The cohesion function of corporate culture means that when a value is unanimously recognized by the employees of the company, it will become a kind of adhesive force, from all aspects of the company. The aspect brings its members together, thus creating a huge centripetal force and cohesion. Interpersonal relationships in enterprises are subject to many aspects of regulation, including mandatory "hard regulation" such as systems and orders, and persuasive and educational "soft regulation" such as public opinion and morality. Corporate culture is a soft control, which enables all employees to achieve a complete understanding of the company's mission, strategic goals, strategic initiatives, operational processes, cooperation and communication and other basic aspects, which fundamentally ensures the harmony and harmonization of corporate interpersonal relationships. stability and health, thereby enhancing the cohesion of the enterprise. It is precisely because of the firm "collectivist" values ??that the Japanese conglomerate Mitsui Corporation has reunited after more than 20 years of disintegration.
4. Incentive function
Corporate culture has the effect of causing corporate members to have a high mood and enterprising spirit from within. Corporate culture takes respect for people as its central content and human management as its centerpiece. Corporate culture satisfies multiple needs of employees and can use its "soft constraints" to adjust various unreasonable needs. Therefore, positive concepts and codes of conduct will form a strong sense of mission and lasting driving force, and become a yardstick for employees' self-motivation.
Once employees truly accept the core philosophy of the company, they will be driven by this philosophy, voluntarily realize their potential, and work harder and more efficiently for the company.
5. Radiation function
Once the corporate culture forms a relatively fixed pattern, it will not only play a role within the company and have an impact on the employees of the company, but also through various channels ( Publicity, communication, etc.) have an impact on society. The dissemination of corporate culture will help establish a good public image of the company and enhance its social visibility and reputation. Excellent corporate culture will also have an important impact on the development of social culture.
6. Brand function
The brand image of an enterprise in the minds of the public is composed of "hardware" focusing on products and services and "software" focusing on corporate culture. composed of complexes. Excellent corporate culture will play a huge role in improving the company's brand image. Unique and excellent corporate culture can produce huge brand effects. Whether it is a world-famous multinational company, such as "Microsoft", "Ford", "General Electric", "Coca-Cola", or a well-known domestic enterprise group, such as "Haier", "Lenovo", etc., their unique corporate culture is reflected in their Played a huge role in the process of brand image building. Brand value is the accumulation of time and corporate culture.
Question 9: What is the core content of organizational culture? What is corporate culture? There have always been different opinions. Some say it refers to the image and atmosphere of the company, some say it refers to the quality of the company's employees, and some say it refers to the company's business philosophy... Are these statements correct? It can be said that both are correct, but neither is complete. Culture in a broad sense refers to the sum of material wealth and spiritual wealth created by human beings. Therefore, corporate culture in a broad sense refers to the sum of material wealth and spiritual wealth created by an enterprise. This "sum" includes corporate image, corporate behavior, corporate concepts and corporate spirit. The content of corporate culture is so extensive, what levels can it be divided into? What about the structure between these levels? The levels of corporate culture can be represented by a "four-layered concentric circle": The outermost layer is corporate image. This includes the company's name, logo, products, architecture, visibility, reputation, etc., that is, everything that can be directly perceived by people. The second level is corporate behavior. This includes organizational setup, business management, production, sales and other aspects of operations, that is, various behaviors implemented by the company. The third level is corporate concept. This includes the concept of quality, efficiency, customer, business, etc., which is the company's views on various related issues. The innermost layer is the core of corporate spirit. This includes the purpose of the enterprise, the life pursuits of entrepreneurs and employees, which is the most fundamental purpose of the enterprise (or the "ultimate value goal"). What is the relationship between these four levels? In summary, that is: the inner layer is the basis of the outer layer; the outer layer is the representation of the inner layer. To be clear, the image of a company is determined by its behavior; the behavior of a company is determined by its concept; and its concept is determined by its spiritual core. On the other hand, the fundamental values ??(spiritual core) of an enterprise determine its views on various issues; its views on various issues govern its actions in all aspects; its various actions shape its specific image. The hierarchical structure of corporate culture can also be illustrated by a big tree: corporate image is like the "crown"; corporate behavior is like the "branches"; corporate concepts are like the "trunk"; and the core of the corporate spirit is like the "roots". The "crown" covers the "branches"; the "branches" grow on the "trunk"; the "trunk" grows on the "roots". Although "crown", "branches", "trunk", and "roots" each have their own specific significance, by comparison, the most important thing is the "roots", because they are the lifeblood of the entire tree. source. Therefore, when studying corporate culture, we should have an overall concept. That is to say, no matter which company's corporate image, management model or business philosophy we study, we must find out what level it is in the entire corporate culture? What kind of structure does it have with its corresponding inner and outer layers? Does it correspond to the spiritual core of the enterprise? There is absolutely no management model or image design that is suitable for all enterprises in the world. No matter how good other people's things are, they cannot be copied, but can only be "grafted", that is, organically combined with the "roots" of their spiritual core to form a overall.
Enwei's corporate purpose is to "serve society and benefit mankind", which is closely related to Mr. Xue's great wish of "happy all living beings and good luck to society". This purpose and this willingness of Enwei constitute the spiritual core of Enwei. Enwei's views on efficiency, competition and profit are the "backbone" of Enwei's corporate culture that naturally grows from the "root" of such a spiritual core. Enwei's corporate behavior and corporate image should obviously be organically combined with the "root" of Enwei's spiritual core to form a "root", "stem", "branches" and "leaves" that are integrated and vibrant. Towering trees". One point worth emphasizing is: the "root" at the core of Enwei's spiritual core is a "root of good", a big "root of good". This is the unique advantage of Enwei's corporate culture. From this "good root", "good stems", "good branches" and "good leaves" can grow, and fruitful "good fruits" can be produced. When we study Enwei's corporate culture, we must do our best to carefully cultivate "good stems", "good branches" and "good leaves" on Enwei's "good roots", so that she can bear numerous "good leaves" year after year. "Good results" will be continuously returned to society and mankind. Another explanation is the material layer: This is the most superficial part of the corporate culture, which is the condition for the formation of the institutional layer and the spiritual layer. It mainly refers to the appearance and environment of the factory, the appearance and packaging of the product, the characteristics of the company's technical equipment, etc., as well as the employees and the image of typical characters. The material layer is the direct external manifestation of corporate culture. For example, high-quality products and services, heroes, corporate publications, flowers... >>