On the Influence of Traditional Culture (National Spirit) on Enterprise Culture

China's traditional culture contains rich management thoughts, which run through China's management practice from ancient times to the present, involving all aspects and levels of society such as administration, economy, military, culture and family. The cultural background of these management thoughts and practices is China's ethical and cultural tradition. China's traditional culture is closely related to modern management. We should combine the excellent ancient culture with the management practice in China to promote the development of management science.

In 1970s, the orthodox position of world management theory was transferred from the United States to Japan with China cultural background. There is a common phenomenon in Japanese management, that is, almost every senior manager has a copy of China's The Analects of Confucius, The Book of Changes and The Art of War. It can be said that the cultures of Japan and many countries in East Asia and Southeast Asia are deeply related to the culture of China. The rapid economic development of Japan and the Four Little Dragons in Asia and the emergence and development of their fruitful management ideas and methods with oriental personality have aroused people's thinking. Therefore, in today's reform and opening up in China, it is an urgent and unavoidable historical task to construct management ideas and methods with China's national characteristics and suitable for the current productivity situation. We should draw a basic conclusion from the successful experience of Japanese and some countries in Southeast Asia: the management of China should not simply copy the western scientific management theory, but should be based on the profound traditional culture of China and dig deep into the treasure house of China's traditional culture. Only by organically combining the western scientific management theory with the "reasonable core" of China traditional culture can China's management be the fundamental way out.

People in modern society are not machines, but "people" with consciousness, feelings and social relations. Everyone has his special social relations and complex humanistic background, and the scientific management system is inevitably influenced by it in the process of implementation. China has a long history, people's psychological concepts, moral standards and value orientations are varied and changeable, and people's social interests are diverse and different. These factors constitute the particularity of China's humanistic background, which is often inextricably linked with the requirements of scientific management system. Traditional culture has a great influence on all fields of our country, and it is of great practical significance to study the influence of traditional culture on our management.

The ethical management thought represented by Confucianism can be summarized as "self-cultivation" and "keeping the family in order", that is, taking self-management as the starting point and social management as the process, and finally achieving the goal of "leveling the world". It is a logical deduction of his management thought, which regards the management of family, industry, country and world as only the difference in population and scope, but there is no essential difference in management mode and method. The family management method is also applicable to enterprises and countries, thus forming China's traditional management thought based on family management. Family management thought based on ethical culture is different from western institutionalized scientific management theory. Western management emphasizes rational norms, and people's behavior, regardless of intimacy, is bound by a unified organizational system and discipline. Ethical management is to treat society with others, apply the ethical principles and management methods of family management to the management of enterprises and countries, and require enterprise members to get along like father and son and brothers, which leads to egalitarianism in management. This management method has harmonious interpersonal relationship within the enterprise, but the internal transaction cost is too high. Enterprises pay more attention to employees' diet and daily life, illness and death, and leaders spend a lot of time and energy on ideological work. As a result, the enthusiasm and creativity of employees are still not high, the economic benefits of enterprises are poor, and enterprise goals have become social welfare goals.

Whether it is a private enterprise that has grown up in the mainland in recent years or a well-known China enterprise in Hong Kong, Macao and Taiwan and Southeast Asia, it is a family business. Their management concept and cultural heritage of successful management are China traditional culture. At the same time, the entrepreneurial environment of Chinese overseas makes them need to struggle on their own, rely on the cooperation of their families, and rely on the help of their fellow villagers to succeed. Therefore, there is naturally a kind of trust and affection between family members and fellow villagers, and an ethical management model based on tolerance, kindness and equality has been formed in management.

Family management mode has its advantages. First, most employees in enterprises are employed for life, and employees are stable and rarely flow, so the investment in human resources development is low and the training cost of employees is low, which can ensure the overall quality of employees. The success of "type organization" and management mode of Japanese enterprises is mainly attributed to this. Second, employees have strong dependence on enterprises and strong corporate cohesion. Lifetime employment system and seniority wage system make employees reluctant to leave the enterprise. Once they jump ship to a new enterprise, their wages and benefits will start from scratch again. Thus, the interests and destiny of employees are linked with the enterprise, and the sense of ownership and responsibility of employees who love the factory and have a home is cultivated. Therefore, it can improve the endurance and anti-risk ability of enterprises in the early stage of building factories and when enterprises are in trouble. Third, the internal interpersonal relationship is harmonious. Family management emphasizes emotional people, touching people with deeds, and convincing people with morality. Leaders have less power in the same position and use more personal authority, so there are fewer contradictions between labor and capital, fewer personnel disputes in enterprises, and it is not easy to produce vicious incidents such as fierce labor-capital confrontation, strikes, demonstrations and large-scale dismissal of workers in western enterprises. At the same time, most business leaders are relatives of the boss, and the team is United, especially when the boss has absolute authority, so the decision-making is centralized, the management efficiency is high and the cost is low. Fourth, it has a strong ability to absorb and digest new technologies and new processes, which can effectively prevent the disclosure of enterprise secrets and technical patents. Its internal technological innovation is also highly targeted and practical, and the "five small" activities within the enterprise are carried out vividly, which can bring huge economic benefits to the enterprise. Fifth, managers (bosses) and employees (employees) in family-owned enterprises have the idea of "repaying kindness" emotionally. Confucian ethics pays special attention to the values of "dripping grace" and "nurturing grace, which is difficult to repay in three lives" in family ethics, which is reflected in the oriental management concept. Employees who enter the enterprise by blood relationship will have affection that blood is thicker than water, and will regard the boss as their parents. Employees who are not related by blood will also feel acquainted, know each other, cherish each other and reuse, and will redouble their efforts to return. If someone ignores or violates such ethical values and codes of conduct, it will arouse public criticism and sometimes it is difficult to gain a foothold in society. This intangible ethical concept has bound the public and benefited family business owners. This is why many family businesses are mediocre in management and low in technology, but they still have strong viability and competitiveness.

It is precisely because of the above advantages of the oriental ethical management model that many western scholars have raised objections to the western management of commodity relations with almost naked interpersonal relationships. Edwin Reischauer, a famous western scholar on China, pointed out that the basic feature of Chinese civilization is "tolerance and friendliness". He said that western civilization has obvious advantages in the field of science and technology, while China civilization has much deeper insight into the ultimate goal and the highest meaning of life. He especially praised Laozi's "Tao" and the thought of governing by doing nothing. He pointed out that the thought and essence of China civilization lies in self-restraint and economic reconciliation, which is the "root" and outlet of western individual utilitarianism and social industrialization. Arnold toynbee, another "international wise man", predicted in Historical Research that 2 1 century would be the cultural era of China. He expounded this viewpoint in his speech "Looking forward to the 265,438+0 century", pointing out that China culture will be the cohesive force and adhesive for human beings to move towards global integration and cultural diversity in the 265,438+0 century, especially for human beings. He pointed out that if Chinese civilization cannot replace western civilization and become the master of mankind, the future of the whole mankind will be miserable. Ezra vogel, director of the Institute of East Asian Studies at Harvard University, believes that "American disease" caused by individualism should be treated with "oriental medicine", and western countries and nations should learn from the collectivist spirit of eastern countries.

Talents who enter the enterprise are not promoted and reused in a timely and fair manner, which has dampened their enthusiasm and failed to form a mediocre and capable mechanism for employing people. If the boss and his managers abuse their power by virtue of their sense of superiority, and their personal relationship is clear, most employees will complain. Therefore, when such enterprises develop to a certain scale, their weaknesses are very obvious, leading to the closure of enterprises. Family management pays too much attention to human feelings and ignores system construction and management. This management mode makes the interpersonal relationship within the enterprise harmonious and brings harmonious benefits to the enterprise. However, an enterprise is not a family, but a social and economic organization. There are some differences and conflicts between the personal goals and interests of its members and those of the enterprise, especially between employees who are not related by blood, employees and bosses and relatives or cronies. There must be an objective and fair standard, and the behavior of all members can be restrained by a unified system and discipline, so as to form an objective and fair management mechanism and a good organizational order. At the same time, when choosing leaders, family businesses often take kinship as the standard, and adopt a family inheritance system in which children inherit their fathers' career and relatives are always more reliable than outsiders, ignoring individual talents and conduct, which leads to the obstruction of the sustainable development of enterprises and frequent cases of bankruptcy due to leadership replacement. Wang An gave way to his son and was called a benevolent dictator. He is dedicated, diligent, not greedy for money, and works for the welfare of employees, so he is very loved by employees. But he neglected the system construction and management, and was called "mediocre manager" by American Business Weekly. The role of family business leaders is very prominent. Their morality and behavior are correct, their style is rigorous, their dedication to public service is exemplary, and their professional quality also needs a skill. Many of them are compound talents, not only experts in a certain technical field, but also savvy businessmen and public relations experts. Many subordinates are limited to play their role because of their talents, and the growth of talents is restrained, forming absolute personal authority. Therefore, this kind of enterprises often have the phenomenon of "success in Xiao He and failure in Xiao He", that is, the phenomenon of "capable economy". When individuals make correct decisions, they will not only make decisions quickly and effectively, but also improve their authority; However, when it makes mistakes in decision-making, it can't be reminded by others in time, which will cause huge losses to the enterprise. At the same time, when this person is absent or abdicates, there will be a talent gap and a power vacuum in the organization (it is difficult for successors to form personal absolute authority in a short time), which will lead to confusion or disorganization in the enterprise for a period of time. The phenomenon of cronyism in family management is serious. When they deal with interpersonal relationships, they apply it according to their closeness rather than seniority, so there is a difference between "one's own" and "outsiders" in the organization, resulting in a familism atmosphere of "brothers fighting, father and son fighting". In order to survive, outsiders often cling to the trend and form factions of "your group" and "my group". Sometimes, in order to protect the interests of "outsiders", they will unite against the boss or "own people", causing internal disputes in enterprises. Therefore, family management is either unity and harmony, or internal division and factional disputes. The management goal of family business is often to put social responsibility and employee welfare in the first place, while putting economic benefits in the second place. Because this kind of enterprise has the help of relatives and friends when starting a business, it is only successful if brothers fight for the world. From an ethical point of view, we can't forget our brothers in trouble, so it is our unshirkable responsibility to seek their welfare. At the same time, for the sake of fairness, all employees will be treated equally. Enterprises cover employees' housing, medical care, insurance, children's employment and even the illness and death of the whole family, and it is easy to turn enterprises into welfare institutions.

"People-oriented": On Object Management According to modern western management theory, people are the most active, active and revolutionary factor among management objects. In fact, these modern management ideas can be found in the traditional culture of China for more than two thousand years. "Shangshu Pan Geng" records: "Jyuugo people" and "giving to the people"; Confucius advocated enriching the people and teaching the people (see the Analects of Confucius Luz), and attached importance to "people, food, mourning and sacrifice", with "people" ranking first; Mencius insisted on the basic view that "the people are the most important, the country is the second, and the monarch is the least" (Mencius wholeheartedly), emphasizing that politics is to win the hearts of the people, and losing the hearts of the people will inevitably lead to national subjugation. Therefore, in the modern management of our country, we should pay full attention to people's management, care for subordinates and arouse their enthusiasm so that they can devote themselves to their work and promote the development of their careers.

"People's ability group": With regard to management organization, modern management has put forward many scientific theories in organizational setup, staffing, work efficiency and code of conduct. Confucian management organization theory is embodied in Xunzi's saying that people "can't walk because of cattle, and cattle and horses can use it." Why? " As the saying goes, people can group, but not group "(Xunzi Wang Zhi) Group" is an innate instinct of human beings. To make it a realistic social organization, there must be "points". The so-called "division", as an organizational structure, ethical structure, professional structure and state management institution, is the guarantee of human survival, the premise of normal operation of society and the symbol of orderly organization. Social organizations formed on this basis can gather and amplify the overall strength of human beings. The "five ethics" advocated by Confucianism (father and son, monarch and minister, husband and wife, young and old, friends) are the cornerstones of traditional social organizations in China. The familial tendency it contains has no universal significance in modern management, but the intimate interpersonal relationship it pursues is still an indispensable "lubricant" for modern social organizations. With a close organizational structure, it will be conducive to close cooperation between personnel and institutions.