This paper introduces the connotations and basic contents of enterprise culture, analyzes the problems existing in Chinese enterprise culture, and probes into the management strategies of enterprise culture adapted to the requirements of modern market economy.
Keywords: corporate culture, corporate culture management
First, corporate culture and its meaning
Corporate culture refers to the values with corporate characteristics gradually formed by all employees in a series of political, economic and cultural practice activities, including the sum of business principles, business style, entrepreneurial spirit, ethics and development goals. At the same time, corporate culture is the ideology of cultural concept, historical tradition, * * values, moral norms and codes of conduct formed by enterprises in a long period of time. Enterprise leaders apply cultural changes and people's role to enterprises to solve problems in modern enterprise management, and there is enterprise culture.
In a word, corporate culture is a unique philosophy and personality of an enterprise. This is the internal driving factor of enterprise's strategic decision-making and management policy, and it is also the basis for the effective operation of all systems of the enterprise. It is a leader who unites the spirit of employees and a beacon of employee behavior. Corporate culture is an intangible asset of an enterprise, and it is also a core resource that other enterprises can hardly imitate.
In practice, enterprises must carry out strategic management if they want to develop in the long run, and strategic management needs the support of a cultural atmosphere. Practice has proved that although ordinary enterprises have their own corporate culture, excellent enterprises have strong corporate culture. Especially when the external competitive environment of enterprises changes, the corporate culture needs to change accordingly. Specifically, corporate culture has the following connotations.
(A) corporate culture is packaging
Enterprise is a product, corporate culture is the packaging outside the product, and detailed "core values and basic values" are the explanatory words on the packaging. This kind of packaging is conducive to promoting enterprise products, establishing enterprise image and improving the competitiveness of enterprises in the market, government, customers and employees. From the perspective of managers, corporate culture is the best way to convey managers' thoughts. An enterprise without corporate culture, the manager has no thoughts, the boss has his own thoughts, and the enterprise must have its own personality and characteristics and a certain culture. Therefore, from the point of view that enterprises are products, corporate culture is the packaging of enterprises.
(B) corporate culture is the rule
Corporate culture is a collection of unwritten rules in a company. Managers should unify the thinking of the whole enterprise and require everyone to act according to the will of managers. Therefore, enterprises have formulated many rules and regulations. But these rules and regulations have a foundation, and this foundation is the manager's thought. But there are still many unwritten rules in the enterprise. By concentrating and refining these rules, the corporate culture is summarized.
Middle managers should abide by certain rules and conform to some established rules when interacting with people. At this time, corporate culture has played a role as a lubricant. So that the two sides can maintain a communication platform and reduce enterprise disputes. In this way, the corporate culture and management system cooperate with each other, so that enterprises can reduce management costs and enhance execution.
Second, the three levels of corporate culture
(A) corporate material culture
Enterprise material culture is a tool culture composed of products created by employees and various material facilities. It is the superficial corporate culture that exists in the material form, and it is the expression and externalization crystallization of corporate behavior culture and corporate spirit culture. Including enterprise environment (working environment and living environment), enterprise utensils (enterprise products, enterprise means of production, cultural relics) and enterprise logo (enterprise name, enterprise logo).
(B) corporate behavior culture
Corporate behavior culture is an activity culture that enterprise personnel only produce in production, operation and interpersonal relationships. It is a middle-level enterprise culture in the form of human behavior, with dynamic form as its existence form. Including enterprise goals, enterprise system, enterprise democracy, enterprise cultural activities, enterprise interpersonal relationships, etc. 【LunWenNet。 Com, paper net]
(C) Enterprise spirit and culture
Enterprise spirit culture is a kind of enterprise consciousness and cultural concept formed in the production and operation of enterprises, and it is a deep enterprise culture with ideology. Including enterprise concept, enterprise values, enterprise spirit and enterprise ethics.
Third, the problems of corporate culture in China
Judging from the development status of corporate culture in China, it can only be said that it is still at a low level, "corporate culture strategy" has not received due attention, and the cultivation of corporate culture lacks the guidance of systematic theory. Corporate culture is mostly the epitome of traditional culture in enterprises. Generally speaking, there are many defects and mistakes in China's corporate culture.
(1) There is no cultural phenomenon. Usually, enterprises have very systematic and strict rules and regulations. These systems stipulate what employees must and cannot do, but there is no clear cultural concept and value advocacy, ignoring the education and training of employees. This phenomenon mostly occurs in industrial manufacturing enterprises, which usually lack vitality and sense of urgency.
(2) Cultural ignorance. This phenomenon is common in those enterprises whose leaders have exclusive rights or have problems in operation. It is manifested in leaders' extreme emphasis on certain cultural values and excessive admiration for education.
(3) Cultural ideal phenomenon. It is common in emerging enterprises with young people as the main entrepreneurial force. The symptom is that these enterprises will put forward some unrealistic lofty aspirations and cultural ideals, and the ideas they advocate will have a sense of mission beyond the scope of enterprises and transform the world. The slogan of "big and empty" makes people unattainable, and the lofty goal of grand unity often lacks real objective basis. Most of the reasons for this phenomenon are that the leaders' life ideals are too lofty and lack the work spirit of seeking truth from facts.
Fourth, corporate culture management.
(A) re-positioning corporate culture
The competition at the top of modern enterprises is no longer the competition of people, money and things, but the competition of culture. The most advanced management concept is to manage with culture. Therefore, business operators pay more and more attention to the construction of corporate culture and the shaping of values, and corporate culture is becoming a powerful guarantee for the core competitiveness of enterprises. The key to corporate culture construction is to make cultural experience move from idea to action, from abstraction to concreteness, and from oral to written, so that it can be understood and recognized by employees and transformed into their daily work behavior. As a natural accessory of industrial economy, corporate culture appears in front of people. Whether people realize it or not, the position of corporate culture in an enterprise is irreplaceable by other things.
(B) refining the company's core values
If any organization wants to survive and succeed, it must first have sound core values as the premise of all policies and actions, and the most important factor for enterprise success is to faithfully follow these core values. If these core values are violated, they must be changed. When doing cultural positioning, the focus is on grasping what you really believe, not what other companies regard as values, nor what the outside world thinks should be ideas. The expression of core values can be in different ways, but it must be simple, clear, pure, direct and powerful. Usually, the concepts of corporate culture are mostly abstract, and corporate leaders need to turn these concepts into vivid fables and stories for publicity.
(C) Strategic and institutionalized corporate culture construction
The process of corporate culture construction is believed to be familiar to everyone, and it is called "Haier Trilogy" by the industry. The first step is to put forward ideas and values, and then introduce typical people and events. The third step is to establish systems and mechanisms to ensure that people and things under the guidance of core values continue to emerge. For example, Haier put forward the concept of "everyone is a talent" and "horse racing is not like a horse", and then introduced cases such as "minister competing for posts" and "farmer contract workers as workshop directors", and finally established management mechanisms such as "talent self-recommendation and reserve system", "three jobs coexist, dynamic transformation" and "last elimination system". It must be clear that the formation of corporate culture must be combined with the human resource management of enterprises to a great extent, so that the abstract core values can be integrated through specific management behaviors, which can be truly recognized by employees and conveyed to the outside world through employees' behaviors, forming a corporate culture widely recognized inside and outside the enterprise and truly establishing the company's external image.
Corporate culture is reflected in the attraction and identity of enterprises to the outside world. This should be done from a series of aspects such as corporate image and brand image. A good corporate image brings great benefits to the enterprise, but the image itself does not represent the external culture, but reflects the meaning of culture and is the direct expression of culture, and culture has become a restrictive factor for the development of the enterprise here.
Example: Baisha Group: Baisha's mission: to grow Baisha into a respectable "four satisfaction" enterprise with the strength of wisdom, technology and culture. Baisha's strategy: sustainable development strategy: to be a long-lived enterprise and take the road of sustainable development. Focus on core business: do something different and focus on major industries. Baisha culture: the crane is the shape, harmony is the god, the way of flying, and simple management.
Wuliangye group: enterprise spirit: innovation, development, competition, struggle and forge ahead.
Business philosophy: to build an active competitive, dedicated, persistent, successful, rational, effective, diligent and first-class staff; To realize customers' magical dreams, we are always committed to constantly improving customers' quality of work and life, constantly meeting customers' material and spiritual needs, and constantly promoting the all-round progress of society.
Core values: dedication to public welfare, exquisite craftsmanship, we live for consumers, grow for consumers, worry about consumers first, and enjoy consumers later.
Objective: To satisfy the material and spiritual enjoyment of customers and employees to the greatest extent and achieve good economic, environmental and social benefits.
Mission: Carry forward the essence of historical inheritance and benefit the society with our wisdom, courage and efforts.
Vision: to become a world-famous company that produces and manages world famous wines, and to ensure the comprehensive benefits and competitiveness of the industry first.
Cultural concept: create value for customers, realize ideals for employees and jointly create a better tomorrow for the company.
Development direction: from domestic famous companies producing and managing China famous wines to world famous companies producing and managing world famous wines. Optimize the allocation of resources globally, optimize the market globally, and improve the global competitiveness of products and services. Step into the world economic cycle, take the road of new industrialization, lengthen the industrial chain in a timely manner, and strive to improve the comprehensive economic benefits. Ensure that the comprehensive benefit of the industry comes first and the competitiveness comes first.
Strategy: gradually increase the market share of high school price brands, gradually reduce the market share of low-priced brands, and implement the (1+9+8) project.
preliminary study
In the early 1980s, Terrence Deere, a professor at Harvard University's School of Education, and Allen Kennedy, a consultant of McKinsey & Company, accumulated a wealth of information in their long-term business management research. In half a year's time, they made a detailed investigation of 80 enterprises and wrote a book "Corporate Culture-Custom and Etiquette of Enterprise Survival". After the book was published in July, 198 1 became the best-selling management book. Later, it was rated as one of the most influential 10 management books in 1980s and became a classic about corporate culture. It points out with rich examples that excellent and successful enterprises have a strong corporate culture, that is, all employees abide by it, but this is often a natural agreement rather than a written code of conduct; There are various rituals and customs to promote and strengthen these values. It is the non-technical and non-economic factors of corporate culture that lead to these decisions, the appointment and dismissal of personnel in enterprises, and the behavior, clothing hobbies and living habits of employees. In two enterprises with almost the same other conditions, due to the strength of their respective cultures, the consequences for the development of enterprises are completely different.
Corporate culture (16 sheets)
According to the definition of corporate culture, its content is very extensive, but the most important thing should include the following points: business philosophy, also known as business philosophy, is a unique methodological principle for an enterprise to engage in production and management activities. It is the basis of guiding enterprise behavior. In the fierce market competition environment, enterprises are faced with various contradictions and choices, which requires enterprises to have a set of scientific methodology to guide and a set of logical thinking procedures to determine their own behavior. This is the management philosophy. For example, Matsushita of Japan "emphasizes economic benefits, attaches importance to the will to survive, and strives for survival and development in all things", which is its strategic decision-making philosophy. Beijing Landao Commercial Building was established in 1994. Guided by the business philosophy of "honesty first, friendship supreme" and "showing righteousness with affection, taking advantage of righteousness, and combining righteousness and interests", the turnover doubled within three years of its establishment and jumped to the fourth place in the capital business circle. Values The so-called values are the basic viewpoints that people evaluate the existence, behavior and behavior results of people (individuals and organizations) based on some utilitarian or moral pursuit. It can be said that life is to pursue value, and value determines the pursuit of life. Values are not the embodiment of people at a certain moment, but a system of values formed in long-term practical activities. Enterprise's values refer to employees' evaluation of the meaning of enterprise existence, business purpose and business purpose, and their pursuit of a holistic and alienated group consciousness, which is the common value criterion of all employees of the enterprise. Only on the basis of the same value criterion can the correct value goal of the enterprise be produced. With the correct value goal, there will be the behavior of striving for the value goal, and the enterprise will have hope. Therefore, the enterprise values determine the behavior orientation of employees, which is related to the life and death of enterprises. The values that only pay attention to the economic benefits of enterprises will deviate from the socialist direction, which will not only harm the interests of the country and the people, but also affect the corporate image; If we only pay attention to the values of immediate interests, we will be eager for quick success and instant benefit, engage in short-term behavior, and make enterprises lose their stamina and lead to extinction. Enterprise spirit Enterprise spirit refers to the spirit carefully cultivated by enterprise members according to their own specific nature, tasks, purposes, requirements of the times and development direction. Enterprise spirit should be embodied through the conscious practice of all employees in the enterprise. Therefore, it is the externalization of the concept consciousness and enterprising psychology of enterprise employees. Enterprise spirit is the core of enterprise culture and plays a leading role in the whole enterprise culture. Enterprise spirit is based on values and driven by value goals, which plays a decisive role in business philosophy, management system, moral fashion, group consciousness and corporate image. It can be said that enterprise spirit is the soul of an enterprise. Enterprise spirit is usually expressed in some philosophical and concise language, which is convenient for employees to remember and often used to motivate themselves; It is also convenient for external publicity and easy to form an impression in people's minds, thus forming a distinctive corporate image in society. For example, the spirit of "a fire" in Wangfujing Department Store is to illuminate and warm every heart with the light and heat of the people in the building, and its essence is dedication to service; The spirit of "seeking truth from facts, pioneering and enterprising" in Xidan Shopping Mall embodies the value concept of seeking truth from facts as the core and the business style of being sincere and trustworthy and pioneering and enterprising. Enterprise ethics Enterprise ethics refers to the sum total of behavioral norms that adjust the relationship between enterprises and other enterprises, between enterprises and customers, and between employees within enterprises. From the perspective of ethical relations, enterprises are evaluated and standardized with moral categories such as good and evil, public and private, honor and disgrace, honesty and hypocrisy as standards. Different from legal norms and institutional norms, business ethics is not so mandatory and binding, but it has a positive demonstration effect and strong appeal. When it is recognized and accepted by people, it has the power of self-restraint. Therefore, it has wider adaptability and is an important means to restrain the behavior of enterprises and employees. The reason why the Chinese time-honored Tongrentang drugstore can last for more than 300 years is that it integrates the excellent traditional virtues of the Chinese nation into the production and operation process of enterprises and forms a professional ethics with industry characteristics, that is, "helping the world and strengthening the body, striving for perfection, being childlike and treating each other equally." Group consciousness group is an organization, and group consciousness refers to the collective concept of its members. Group consciousness is an important psychological factor in the formation of internal cohesion in enterprises. The formation of enterprise group consciousness makes every employee of the enterprise regard their work and behavior as an integral part of realizing enterprise goals, makes them feel proud of being a member of the enterprise, and has a sense of honor for the achievements of the enterprise, so as to regard the enterprise as the same body and ownership of their own interests. Therefore, they will strive to achieve the goals of the enterprise and consciously overcome behaviors that are inconsistent with the goals of the enterprise. Corporate image Corporate image is the overall impression of an enterprise, which is expressed through its external characteristics and operational strength and is recognized by consumers and the public. The corporate image expressed by external characteristics is called superficial image, such as signboard, facade, logo, advertisement, trademark, clothing, business environment and so on. It gives people an intuitive feeling and is easy to form an impression; The image expressed through management strength is called deep image, which is the concentrated expression of internal factors of the enterprise, such as personnel quality, production and operation ability, management level, financial strength and product quality. The surface image is based on the depth image. Without the deep image, the surface image is false and cannot be maintained for a long time. Because circulation enterprises mainly deal in goods and provide services, and have more contact with customers, the superficial image is particularly important, but this does not mean that the deep image can be put in a secondary position. Xidan Shopping Mall in Beijing has set up a corporate image of "treating people sincerely, touching people sincerely, treating people sincerely and treating people sincerely", and this service is based on beautiful shopping environment, reliable commodity quality and real price, that is, taking solid material foundation and operational strength as the guarantee of quality service, realizing the combination of superficial image and deep image and winning the trust of customers. Corporate image also includes visual identification system of corporate image, such as VIS system, which is the visual identification of corporate propaganda, one of the channels for this enterprise to introduce social visual cognition, and also the symbolic content of marking whether the enterprise has entered modern management. Enterprise system Enterprise system is formed in the practice of production and operation, which is mandatory for people's behavior and can guarantee certain rights. From the hierarchical structure of enterprise culture, enterprise system belongs to the middle level, which is the expression of spiritual culture and the guarantee of material culture realization. As a model of employee's code of conduct, enterprise system enables individual activities to be carried out reasonably, internal and external interpersonal relationships to be coordinated, and employees' interests to be guaranteed, so that enterprises can be organized in an orderly manner and work hard to achieve enterprise goals. Cultural Structure The corporate cultural structure refers to the temporal and spatial order, primary and secondary positions and combination modes among the elements in the corporate cultural system, and the corporate cultural structure is the proportional relationship and positional relationship of the composition, form, level, content and type of corporate culture. It shows how these elements are linked to form the overall model of corporate culture. That is, enterprise material culture, enterprise behavior culture, enterprise system culture and enterprise spiritual culture form. Enterprise Mission The so-called enterprise mission refers to the role and responsibility that enterprises should play in social and economic development. It refers to the fundamental nature and reasons for the existence of enterprises, explains the business fields and business ideas of enterprises, and provides the basis for the establishment of enterprise goals and the formulation of strategies. The mission of an enterprise should explain the scope and level of its activities in the whole social and economic field, and specifically express its identity or role in social and economic activities. It includes the business philosophy, purpose and image of the enterprise.
type
Enterprise task and management mode
Deere and Kennedy divided corporate culture into four types: strongman culture; Work hard and enjoy culture; Attack culture; Process culture. 1. Tough guy culture. This culture encourages internal competition and innovation, and encourages adventure. Corporate culture characteristics with strong competitiveness and fast product renewal. 2. Work hard and enjoy the culture. This kind of culture pays equal attention to work and entertainment, and encourages employees to complete less risky work. Corporate culture characteristics of weak competitiveness and relatively stable products. 3. Gambling culture. It has the characteristics of putting all your eggs in one basket on the basis of careful analysis. Generally speaking, corporate culture is characterized by large investment and slow results. 4. Process culture. This culture focuses on how to do it, and there is basically no feedback on the work, so it is difficult for employees to measure what they have done. Corporate culture with strong authority and ability to complete tasks step by step.
According to the state and style of the enterprise
1. A vibrant corporate culture. Features are: re-organization, pursuit of innovation, clear goals, external orientation, good communication from top to bottom, and strong sense of responsibility. 2. Stagnant corporate culture. The characteristics are: quick success and instant benefit, no lofty goals, self-interest, self-protection, introversion, slow action and irresponsibility. 3. Bureaucratic enterprise culture. Features are: routines, red tape.
According to the nature and scale of the enterprise
1. Greenhouse type. This is unique to traditional state-owned enterprises. Not interested in the external environment, lack of adventurous spirit, lack of incentives and constraints. 2. Types of scavengers. Small and medium-sized enterprises are unique. The strategy changes with the environment, the organizational structure lacks order and the functions are scattered. The foundation of the value system is to respect leaders. 3. Garden type. Trying to maintain the dominant position in the traditional market, paternalistic management and employee motivation are at a low level. 4. Large plant type. Unique to large enterprises. It is characterized by constantly adapting to environmental changes and stimulating the initiative and enthusiasm of employees.
Enterprises attach importance to various factors.
1. Grade type. Owned by a company operating in a monopoly market. Non-personalized management style, pyramid organizational structure, emphasis on compliance with standards, norms and rigid procedures, lack of competition within the organization, people secretly intrigue. 2. Types of professional managers. Work-oriented, clear standards, strict reward and punishment system, flexible organizational structure and fierce internal competition. 3. technical type. Technical experts are in power, paternalistic, focusing on technical secrets and functional organizational structure.
function
Guiding function
The so-called guidance function is to guide the leaders and employees of enterprises through it. The orientation of corporate culture contributes to corporate culture.
Mainly can be reflected in the following two aspects. 1. Guidance of management philosophy and values. Management philosophy determines the way of thinking and the rules of dealing with problems in enterprise management. These methods and rules guide operators to make correct decisions and guide employees to engage in production and business activities in a scientific way. The enterprise's * * * same value concept stipulates the enterprise's value orientation, which enables employees to form a * * * understanding of things and have the same value goal. Leaders and employees of enterprises act for the value goals they set. American scholars thomas peters and George W. Robert Waterman pointed out in the book "Pursuing Excellence" that "all the excellent companies we have studied are very clear about what they stand for, and have seriously established and formed the company's value standards. In fact, if a company lacks clear values or incorrect values, we doubt whether it is possible to achieve operational success. " 2. Guidance of enterprise goals Enterprise goals represent the direction of enterprise development. Without a correct goal, it is equivalent to losing the direction. A perfect corporate culture will set the development goal of the enterprise from reality and with a scientific attitude, which must be feasible and scientific. It is under the guidance of this goal that enterprise employees engage in production and business activities.
Constraint function
The binding function of corporate culture is mainly realized by perfecting management system and moral norms. 1. Effective rules and regulations are one of the contents of corporate culture. The enterprise system is the internal laws and regulations of the enterprise, and the enterprise leaders and employees must abide by and implement it, thus forming a binding force. 2. The restraint of moral norms is to restrain the behavior of enterprise leaders and employees from the perspective of ethical relations. If people violate the requirements of moral norms, they will be condemned by public opinion and feel guilty psychologically. The ethical standard of "saving the world for health, striving for perfection, not being unfaithful and treating everyone equally" in Tongrentang Pharmacy restricts all employees to operate in strict accordance with the technological process, strict quality management and strict discipline.
Coagulation function
Corporate culture is people-oriented and respects people's feelings, thus creating a harmonious atmosphere of unity, friendship and mutual trust within the enterprise, strengthening group consciousness and forming a strong cohesion and centripetal force among employees. * * * The same values form the same goals and ideals. Workers regard the enterprise as a body of the same destiny and their work as an important part of achieving the same goal. The whole enterprise keeps pace and forms a unified whole. At this time, "the factory prospers me and the factory declines me" has become the sincere emotion of employees, and "loving the factory as home" will become their practical action.
Incentive function
* * * The same values make every employee feel the value of his existence and behavior, and realizing self-worth is the corporate culture of people.
The satisfaction of the highest spiritual needs will inevitably form a powerful incentive. In the people-oriented corporate culture atmosphere, leaders and employees, employees and employees care about and support each other. Especially the leaders' concern for workers, the trade union will feel respected and will naturally cheer up and work hard. In addition, the enterprise spirit and corporate image have a great incentive to employees, especially when the corporate culture is successfully built and has an impact on society, employees will have a strong sense of honor and pride, and they will redouble their efforts to safeguard the honor and image of enterprises with their own practical actions.
Adaptive function
Adjustment is adjustment and adaptation. It is inevitable that there will be some contradictions between various departments and employees of enterprises for various reasons, and self-regulation is needed to solve these contradictions; There will be disharmony and incompatibility between enterprises and the environment, customers, enterprises, countries and society, which also needs to be adjusted and adapted. Business philosophy and business ethics enable operators and ordinary employees to deal with these contradictions scientifically and consciously restrain themselves. The perfect corporate image is the result of these adjustments. The regulation function is actually a reflection of the dynamic role of enterprises.
radiation function
Cultural power not only plays a role in enterprises, but also plays a role in society through various channels. Cultural power radiates through many channels, mainly including media and public relations activities.
analysis model
1, Clarkson-Stotbeck framework 2, hofstede's organizational culture model 3, ferns Trompenas' organizational culture model 4, Denison's organizational culture model 5, Chatman's introduction to organizational culture (OCP) 6, Shain's evaluation model 7 and Zheng Bojun's VOCS scale.
Importance of safety enterprise culture
Seventy-two miners in a potash mine in Saskatchewan, Canada, were trapped underground for more than a day due to a fire and were all rescued on the 30th. Such a happy ending is very gratifying. Judging from the rescue process after the accident, it is no accident that this accident has such a happy ending. As Hamilton, the spokesman of the mine, proudly said when announcing the success of the rescue: "Safety is the core of our corporate culture." The reason why the trapped miners were unscathed is inseparable from the high sense of responsibility of Canadian government departments and mine owners and the complete safety production regulations. It is also the result of Canadian mining industry's long-term adherence to the concept of "safety first" and taking safety as the core of corporate culture. In order to focus on building a safety-oriented corporate culture, the Canadian Human Resources Department and the Occupational Safety and Health Center have been vigorously promoting the legislation of governments at all levels for many years, constantly improving the mine safety management system, increasing safety investment, and constantly improving the mine environment and safe production. At the same time, these departments hold occupational safety and health week activities every year to strengthen the national awareness of safe production. A monument or exhibition hall is also set up at the typical accident site to remember the victims and warn employers and employees to pay attention to safety in production. As we all know, corporate culture is rooted in the values, ethics, behavior norms, corporate style and corporate purpose of all employees. If all kinds of rules and regulations and service norms are "tangible norms" to regulate employees' behavior, then corporate culture, as an "intangible norm", just like our social morality, exists in employees' consciousness and restricts their spirit. Corporate culture plays an irreplaceable role in the survival and development of enterprises. All the motivation and cohesion of an enterprise are not from resources and technology, but from corporate culture. Looking at the top 500 companies in the world, which company does not have an excellent and unique corporate culture? The success of Microsoft, Hewlett-Packard, IBM, GE and other companies all stems from their corporate culture [1].
Characteristics of corporate culture in various countries
Culture cannot be separated from a nation, and a certain culture will always be the culture of a certain nation. Corporate culture is the micro-organizational culture of a country and an integral part of its national culture, so the characteristics of a country's corporate culture actually represent the characteristics of its national culture. Below we only briefly introduce the corporate culture and management characteristics of several countries and regions that can represent the cultural characteristics of the East and the West.