What is the relationship between corporate culture and corporate cohesion? 1. The role of corporate culture in the formation of corporate cohesion
Enterprise cohesion refers to the unity of all employees in an enterprise. The degree of recognition of all employees to the same enterprise goal or enterprise leader is the embodiment of the basic concept of the enterprise in everyone's mind. Enterprise cohesion includes the following factors: employees' satisfaction with operators; The enthusiasm, initiative and creativity of all employees; Employees' sense of fairness and job satisfaction; Internal harmony, etc.
Enterprise cohesion belongs to the category of enterprise culture, which determines the morale of employees and affects their mental state of work. The level of enterprise cohesion determines whether employees can actively, actively and effectively carry out creative work, whether they can cooperate well with each other to improve work efficiency, and whether enterprise goals can be achieved.
1, guiding role
Enterprise goal is a banner to guide employees to act in a unified way, so that employees can understand the goal pursued by the enterprise, deeply understand the significance of their work, and make unremitting efforts and dedication to it. Therefore, when making enterprise goals, we should integrate the enterprising spirit and achievement desire of enterprise employees. Corporate culture is like an invisible hand, guiding human resources to exert their great potential.
2. Constraint function
The rules and regulations of an enterprise are to restrain the behavior of employees. Enterprises show their employees what they advocate and what they oppose through rules and regulations; Telling employees what to do and what not to do constitutes a hard constraint on employees. Enterprise ethics and ethos constitute the soft constraints of enterprise employees.
Step 3: Coagulation
Culture has a strong cohesion. Corporate culture is the adhesive of enterprise employees, which can unify employees' interests, purposes, needs and the resulting behaviors, unite people in all aspects and at all levels under the banner of enterprise goals, closely link personal thoughts, feelings and destiny with the fate of enterprises, and generate a profound sense of identity, so that they can share joys and sorrows with enterprises.
Second, the formation of corporate culture and corporate cohesion
(A) the establishment of a scientific institutional culture, the implementation of rigid management
In an enterprise lacking scientific management system, it is impossible to form an advanced corporate culture, let alone the cohesion of the enterprise. As the saying goes, there is no Fiona Fang without rules. Therefore, to promote the formation of enterprise cohesion, we must first strengthen the construction of enterprise culture system, and then form a scientific and rigid management culture. All personnel within the enterprise must abide by the relevant management system, and no one is an exception.
Employees who strictly abide by various norms and systems will be praised and encouraged; On the contrary, employees who violate the enterprise system will be punished accordingly. Therefore, the enterprise system is the basis for the formation of enterprise cohesion, which is consistent with the development goals of enterprises and is conducive to enhancing the comprehensive competitiveness of enterprises.
In the construction of institutional culture, we can consider the following two aspects: first, rules and regulations. The establishment and perfection of enterprise management system represents the wishes of most managers and employees. It is a code of conduct that all staff must abide by and then execute, and it is a mandatory management method for enterprises in the process of production and operation. Therefore, in the process of system construction, we must adhere to the people-oriented, scientific and practical principles, and take the post responsibility system as the center to promote the continuous improvement of the management system.
Second, the implementation of the system should be strict. From implementation to assessment, we must always adhere to the principle of strictness and fairness, so that managers and employees can consciously develop a sense of ownership, strictly supervise all aspects of daily management activities, establish an effective assessment mechanism, and standardize employees' daily work behavior. Through strict rigid management, employees can consciously form a strict institutional culture in their daily work, thus establishing a fair and just cultural environment for enterprises and stimulating their entrepreneurial enthusiasm.
(B) adhere to the people-oriented management thinking and establish a flexible caring culture.
In the process of enterprise culture construction, we should always adhere to the people-oriented management thought, respect and rely on people, give full play to people's subjective initiative, continuously inject the source of innovation into the development of enterprises and maintain the permanent vitality of enterprises. Flexible care is not laissez-faire and arbitrary, but provides protection for the growth of employees through strict management, highlights the important role of employees in enterprise development, and then forms conscious cohesion in employees' minds through humanized management. Flexible management should be based on rigid management, and only scientific restraint mechanism can provide guarantee for the formation of corporate culture. The implementation of flexible nursing management can mainly be carried out from the following aspects:
1. Create a democratic working atmosphere for employees.
In an enterprise, the most effective way to realize the integration of superiors and subordinates is communication between employees. Only communication can make managers know the dynamics of employees in time, including the psychological changes of employees, ensure that managers' decisions can be understood and supported, and make management decisions become practical actions with leadership. If there is no effective communication, it is impossible to realize the unified will and concept of the higher and lower levels, and the basis of effective communication is the democratic atmosphere. Only in a democratic atmosphere, employees can speak freely, and managers can learn more about their lives and work through their daily work, and then carry out a series of targeted activities to provide more help to employees, which can play a very encouraging role.
2. Create a strong family atmosphere for employees.
When enterprises care about employees, they should put the interests of employees first. The working environment, living conditions and learning conditions of employees must be included in the agenda, planned in a unified way and implemented step by step. Enterprises should be good at encouraging staff morale and give praise and praise in time. When employees make achievements, they should praise them openly and promptly.
Enterprises should pay attention to the physical and mental health of employees, pay attention to alleviating the work pressure of employees, and meet the various interests and needs of employees to the maximum extent. Enterprises should strengthen the construction of cultural facilities, such as basketball courts, gymnasiums, recreation rooms and libraries. And carry out corresponding entertainment activities, which not only cultivated their team spirit and competitive consciousness, but also enriched their spare time life. Enterprises should always care about the sufferings of employees, do a good job in investigation and study, keep abreast of the ideological and living conditions of employees, and do everything possible to solve problems for employees.
3. Create a fair and transparent competitive environment
A fair environment can provide a practical working environment for employees, and only in a fair environment can employees be guaranteed to get corresponding rewards for their efforts. Therefore, enterprises should attach importance to the construction of competitive environment, which mainly includes three aspects: fairness of salary system, fairness of performance appraisal system and fairness of promotion opportunities.
The fairness of salary system is an effective guarantee to mobilize employees' enthusiasm, adhere to the principle of distribution according to work and ensure input-output efficiency. At the same time, a fair salary system can also be used as an incentive to give certain incentives to employees who have made outstanding contributions. The fairness of the performance appraisal system is mainly to evaluate the performance of employees on a regular basis by using scientific appraisal methods.
The fairness of promotion opportunities is mainly to ensure that employees are in a fair environment and get fair selection opportunities. At present, with the continuous improvement of the quality of education, more and more outstanding talents have entered enterprises. When selecting talents, enterprises should pay attention to both academic qualifications and abilities. Both specialty and specialty should be considered. From the recruitment to the promotion of employees, we should create a fair competitive environment for employees in line with the principles of fairness, justice and openness, so that employees can feel the affirmation and encouragement from the enterprise, so as to serve the enterprise wholeheartedly.