How to build healthy corporate culture

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Some people say that corporate culture is a double-edged sword, do a good job, you can enable the enterprise to a successful, to a virtuous circle; maybe, easily broken business rules, employees have a bad effect, enterprises must pay a higher price and cost, you can restore the existing situation. Indeed, the corporate culture as the internal control environment the most basic elements, is to be built, and unremitting adherence to destroy it easy — not insist is sufficient. Therefore, from the impact in terms of enterprise culture is a double-edged sword. I want to (this article from vPro Deng zhenghong rubric) explains that the corporate culture to do well, there is also a "double-sword", the "double sword" and he "double sword", a Word, meaning it is a world of difference. "Cutting edge" and "double sword" is the intention of the sword, refers to the blade, the impact of two contrasting, is in contradiction of the intermediary; the "ren" word "double sword" is the task of how to do, make things move towards a positive aspect of development. Since it is a "two-term", that is to say, things move forward side development, never one leg walk or biased, that is, at the same time to drive double wheel, perform two tasks: one is a trust, a responsibility, both of these tasks for the building of enterprise culture are very important, as the bird's wings, two rounds of the car, a few are not.

Trust building, and is shaping the enterprise culture environment, employees and the company reach the psychological contract between; responsibility for the construction, is shaping the enterprise culture of hard environment, strengthen staff's implementation (article from vPro Deng zhenghong rubric). The enterprise culture of soft and hard environment, constitutes the enterprise's internal control environment. Control is a function of management, apart, "control" is a guide, namely through the establishment of a mutual trust relationship to boot; "system" is constrained, namely through the establishment of a liability regime to constrain.

Over the years, the Chinese enterprises to the building of enterprise culture is becoming more and more attention, but results are not large, successful and it was not much, why is not trust and responsibility of the two wheels at work, or simply to trust and rely on people to manage the enterprise, either believe in relying on the rule of law, to maintain the enterprise. From these two extreme had two malformation of corporate culture, a deformity is the so-called trust-corporate culture, corporate culture of this type in State-owned enterprises in General, the State-owned enterprise was from the planned economy, the concept of trust is not completely from the management of mental communication and information-sharing, some are "totally rely on the masses of business", (this article from vPro Deng zhenghong rubric) employees of the "masters" ideology, political ideas under the guidance of the "great confidence" consciousness, some are affected by some unhealthy tendencies in the market economy, the resulting stresses relationships, undaria, abnormal sense of "small, trust". Regardless of the "trust" or "little trust," is the rule, the rule of law or from the rule of law flouted, the enterprise culture certainly cannot be considered successful, if this trend continues, the enterprise was to go wrong sooner or later, to a big problem. In recent years a number of State-owned coal company why safety accident occurring, folded, there are rules, is one of the main reasons. At this point, we can see clearly, trust and responsibility cannot be independently, trust is not the responsibility of the place.

The enterprise culture of another kind of deformity, is the so-called duty type, this type of enterprise culture in foreign investment and joint ventures in more prominent, many multinational companies come to China to do business, because values, cultural background, the original corporate culture is not easy to get at the local Chinese employees, together with the communication, communication barriers, the enterprise is not possible in a short period of time through the establishment of the psychological contract to manage employees, only from the system (this article from vPro Deng zhenghong rubric) place constraints on, rely on rigid award punishment system management staff, the resulting boss and employee of antagonism and behavior has occurred, some foreign boss even devoid of humanity, degrading, corporal punishment, Chinese employees. We say the so-called corporate culture is not keeping pace with the times, but the reverse trendy open days astern.

Biased, two extreme corporate culture are immature and not successful.

First, the soft environment of corporate culture — the psychological contract is the basis for mutual trust

Really trust-corporate culture is based on effective management communication, embodiment, implemented on the basis of humanism, trust-corporate culture is reflected in the enterprise and the employees psychologically tacit, reached around enterprise strategic objectives to achieve the above and consistent with the desires, the officers and men. Former GE CEO Jack Welch's highest principle of operation is: "manage less" is "the management". This is the Administration (the article from vPro Tang is the Red column), is the ideal of a reliance on enterprise strategy, corporate culture and management platform. To our many corporate management from this level there is also a great distance. According to the latest one authoritative survey analysis: "Chinese enterprises each level, 80% of their time managing, only 20% of their time on the job. "While some Western work in management of enterprises, the" tube "and" Li "ratio is 2: 8. In fact the lack of trust of corporate culture is not a true sense of the corporate culture, corporate culture is manifested, Manager of the "orders", the staff rules. In these enterprises, employees of the highest goal is to do a good job, the work of the initiative, enthusiasm is hanging out on the side. From the bondage of herd thinking, the staff was very obedient, few people would leichi step. In State-owned enterprises, often hear such words: "reunification pipe die, no matter how chaotic." OCI is the staff do not trust, direct contusion is employee pride and a sense of belonging; indirect consequences will intensify Enterprise centrifugal force. Whether you are on the staff of laissez-faire in enterprise systems, mechanisms of unsound system environment, allowing the consequences are loose sand.

Trust-enterprise culture core to employees and business reach the psychological contract. Psychological contract is the main body of the employees in the enterprise, and the mental state for the measurement of employees in enterprises of the mental state of three basic concepts is job satisfaction, work participation and group

Weaving commitment. Job satisfaction is a person working for him. Job satisfaction high staff will work to maintain a positive attitude; member of dissatisfaction with the job (this article from vPro Deng zhenghong rubric) workers will work for negative attitudes, such as buck, escape to assume more work. Work participation means employees work in psychological acceptability, that his performance levels on the importance of self worth, participation in the work of employees on work has a strong sense of identity. Organizational commitment is staff for specific organizations and target recognition and want to maintain the Organization member of a State. High organizational commitment of the staff of the Organization has a very strong sense of identity and belonging. In the three metrics to job satisfaction is the most basic and important, to some extent, on the other two factors have a decisive role. Especially in the enterprise such as economic activity-based organizations, employees ' job satisfaction is the focus of the psychological contract management and key, the psychological contract management is achieved through the human resources management staff's satisfaction and thereby achieve staff organization strong sense of belonging and the height of the work.

Build the psychological contract, employees are concerned, must be integrated into the corporate culture. Corporate culture is an enterprise approved and implemented a series of values, behaviour and deal with matters of principle. The strategic development of the international well-known research institutions to RAND Corporation study found that over a long period of time to the corporate vision and corporate values at the core of enterprise culture, is the enterprise's core competitiveness. They also found that the excellent enterprise culture in the successful enterprises (article from vPro Deng zhenghong rubric) development plays a very important role. An employee if it can be a good adherence to these principles, we can make your work with the enterprise's long-term goals, we can quickly integrate into the enterprise, so as to achieve greater development. Microsoft employees into the company's corporate culture is very strict, Microsoft CEO Bill Gates · said: "to become familiar with our company is a required course for each employee, because only familiar with the company, will it be possible to bring the company presentations to your customers, on the other hand, will give rise to suspicion of customers. ”