Most managers or cultural understanding in a highly abstract level, it is inevitable, saying the high-profile slogans posted everywhere, leading a high-profile passionate employees sham; or paranoia in the superficial appearance, such as requiring employees to wear uniforms, regular organizational learning even recite Quotations president. As everyone knows, the real cultural management is leadership consciously create a culture that they want to see, and to actively manage the cultural capital.
Management task is to achieve optimal results through the process of configuring a variety of resources, in the final analysis, management is human existence and ultimately serve the crowd. Therefore, Hofstede said management is not dealing with specific things, but to address the human sense of "signal", this signal is actually a feature of the organizational culture.
Cultural challenges of the next generation of enterprise
Can not be denied, we are in an era of rapid change, for managers, not in front of the most terrible things that have happened visible, but that is about to happen, but you do not expect to do. Constantly changing business environment, managers and skill level requirements are becoming more demanding. For managers, the management of change is a major challenge during the many managers are facing, because this is a continuous challenge.
How to solve a wide range of cultures and values, how to motivate staff's potential, will be a huge challenge facing the next generation of enterprise.
Currently managers generally facing such confusion: the whole enterprise like a building, inside a piece of loose sand, no steel and cement ...... many employees feeling: no enterprise mainstream thinking ...... a desert without an oasis and lakes ...... senior human resources manager, said: employee morale, directly affects the performance of the business, threatening the survival and development of enterprises ...... one pair managed a deep sentiment of corporate executives manager, said: the highest form of corporate governance is a living the values ​​of management, is the "heart" of the administration.
In this case, I am afraid that many companies are not difficult to come across, as people increasingly diverse values, value system has become complex, staff management is becoming increasingly difficult.
American experts at Harvard University found that in the absence of a stimulating environment, potential employees only play 20% -30%, and may even cause the opposite effect; but in the appropriate incentive environment, the same employee was able to play its potential 80% -90%.
The next big challenge facing the company is how to mobilize the enthusiasm of the staff and their potential, and to make them willing to work creatively.
With the rise of the world's scientific and technological revolution, humans began to move towards a knowledge-based economy, which is progress of human society is another big trend, with this progress, the mental will become the main form of social labor. Mental characteristics are invisible under even touched the invisible state, and its efficiency depends entirely on the employee's awareness and sense of responsibility. In this state, a highly accurate time and motion management tools matching its main scientific management, is completely lost useless. This indicates that, with the mental content in the composition of the increasing labor, cultural management will replace the scientific management, a knowledge-based economy only applicable management mode.
The advent of the era of cultural management
In a hundred years the development of management science coexist always has two goals: First, optimize the allocation of resources, low input, high output, and continuously improve labor productivity; Second, incentives to improve people's enthusiasm, stimulate people's creativity. These are two eternal theme of Management.
An era of management thinking of an era. Modern management first appeared in the West, the so-called scientific management thought. This management thinking and background anastomosis large industrial machines, mainly to solve the problem of production efficiency, and therefore a special focus on research workflow standardization and workers pay the difference. Later, the rise of Western social worker status, a significant increase in the power of trade unions, attaches great importance to protect their own interests, to organized efforts to negotiation with employers. Under such circumstances, management thought not only to the workers regarded tool for profit while ignoring the various spiritual needs of workers, which appeared in school behavior, emphasizing the work environment, an important influence interpersonal behavior of workers, especially workers concerned Work in the sense of participation and achievement, in order to inspire the enthusiasm of the workers.
To the 1980s, along with the Japanese economy showed strong momentum of development, the management of Japanese companies, the attention of Western thought. Compared with Western management focus on organizational, regulatory, technology, Japanese-style management is more concerned about corporate values, goals, ceremonies and other cultural factors, which makes Japanese companies showed strong stability and competitiveness and stimulate the thinking of Western management steering , began to study the role of culture in management. This marks a new era of cultural management. Roughly speaking, the traditional focus on the rigid control of Western management, and cultural management is focused on the coordination of soft, modern management thinking by showing a "hard" to "soft" changes.
30-year development phase, characteristics and trends in the management of World 100 years and Chinese management showed in context of sustainable development, corporate management has entered a stage of sustainable development under the background of cultural management specialization and multi-dimensional management of the enterprise.
Cultural management has "reason" and "control"
Corporate culture has been touted before, but it seems to have been not quite understand what the corporate culture in the end. Many non-cultural planning, publicity has been labeled cultural label, further enhanced the concept of culture can only be icing on the cake. The founder and managing cultural theory guru Edgar - Schein has consistently emphasized: an enterprise should work to encourage everyone to go all out to praise the achievements of staff and financial incentives to create a challenging, satisfying and fun work environment.
Cultural studies expert Richard - Barrett believes that effective organizational culture is not reflected in subjective consciousness leader, personal characteristics of past and current leaders of the constitution only the original prototype of the organizational culture must focus on upgrading and refining organizational goals to be . He also made several important recommendations:
- Adopt a "one size fits all" approach in the corporate culture conversion is not feasible.
- Only when the whole process of cultural transformation system changes become part of the cultural conversion makes sense. If a company in the basic structure, processes, compensation system does not change, then people will not change the existing work.
- Only leaders focus on cultural transformation and due diligence work, cultural transformation we can be successful.
Business managers are aware of the business for many years behind the Everlasting inherited relatively stable outstanding corporate culture. In layman's terms is the business value of corporate culture, behavior. Regardless of whether the business leaders recognize that every business has its own corporate culture. Looks similar businesses will make different decisions, get different results, the reason is that corporate values ​​at work.
In our business practices, corporate culture is not enough attention, many companies thunder and rain, say one thing and do another, and did not really know the meaning of the corporate culture and its business management role is not clear how the system to carry out corporate culture, corporate Everlasting just dream vision, no action.
Throughout Everlasting Enterprises, they have a common characteristic, that is to respect the laws, pay attention to science and prudent, not shortcuts. "No pain, no gain", on behalf of the Everlasting Enterprise belief: no work, or pay a little bit of effort, could not expect to harvest the fruits of the accident. Accelerated ripening and practices are in violation of the laws of nature, have a huge side effects are undesirable. However, affected by thousands of years of traditional culture, some people's blood still pulsing with "fast track" dream, overnight, overnight riches myth being sought, the community was filled with instant success, and impetuous atmosphere. As this trend of radiation to the basic unit of society among businesses, some companies have heard of "cultural management" is a ratio of "scientific management" more effective management, immediately cast of "scientific management", concentrated on studying the "cultural Management ", which is one-sided.
Cultural management is the senior management of the enterprise, it goes beyond the scientific management of mechanical rationality, but it is reasonable to absorb ingredients, but also combines the strengths of management experience, and rise to the art of management, enterprise management to realize the scientific and artistic the combination. To implement cultural management, emphasizing the importance of culture can not be one-sided, and can not "pure management" culture and management must be rational and artistry both. Corporate culture is not a panacea, nor is it fast track of business management. Corporate culture is not for culture and culture, which in the final analysis is to improve corporate governance.