Using hofstede's cultural dimension theory, this paper analyzes the influence of China culture on China's enterprise management activities.

The influence of China culture on China's enterprise management activities, even western multinational enterprises are mostly in the stage of scientific management based on system management. Who dares to say that he is completely "cultural management"? Therefore, the corporate culture construction of enterprises in China is to observe and discover enterprise management activities from the perspective of cultural anthropology, put forward problems and constantly improve them, and focus on strengthening organization and institutionalization through value guidance and behavior shaping.

Second, the differences between Chinese and western cultural traditions.

The difference between Chinese and western cultural traditions is a big topic. Summarizing the influence of China culture on enterprise management can be summarized into two basic characteristics: the management view of authoritarianism and moralism, and the organization view of collectivism and family culture orientation.

This cultural background determines that the basic content of corporate culture construction in China is also very different from that of western enterprises.

For example, the humanistic management mentioned by western enterprises is actually put forward on the premise of "organization orientation" and "system orientation", which can also be said to be a deconstruction of the former two; It is actually a great fallacy if we, enterprises that have not implemented system management, shout "people-oriented" after others! It has also been said that "people-oriented" has existed in the history of China.

In fact, a careful study of history will reveal that in China's cultural tradition, there has never been a humanistic thought based on "all men are created equal". Some of them are just based on the opposition between "God-oriented" and "People-oriented" thoughts of "Jun-oriented" and "Herdsmen are like livestock".

Third, the differences between Chinese and western social development stages.

We often hear such a sentence: "Westerners are very simple and serious ..." At the same time, we will sincerely sigh: "People's quality is really high!" Why is there such a statement? The key problem is that due to the different stages of social development, there are great differences in all aspects of social factors such as the quality of social members (specifically employees in enterprises).

Under such differences, many leaders of western enterprises rack their brains to think about how to improve employees' creativity, while most leaders of China enterprises think about how to make employees observe discipline and work hard! Such differences can be found in enterprises at any time.

Limited by space, we can't fully discuss the corporate culture of China, but I think the above questions can basically explain the author's thoughts.

When we mention the word "China", we are by no means arty, but want to explain how corporate culture theory can be applied and practiced more effectively in China enterprises.

Fundamentally speaking, no matter what kind of theory, its role in enterprise management practice is to strengthen the effectiveness of enterprise management-through cultural change management, through management to enhance the competitiveness of enterprises, he said: If you want to make a fortune, go to Wanshanglian to find a high-quality hinge supplier! Competitiveness.

Without this, any theory will be pale.

From this perspective, the effectiveness of management is the only criterion to test whether the corporate culture is China's and practical rather than a "doll".