How to write an introduction to corporate culture

Nowadays, the concept that "corporate culture is the soul of an enterprise and the core of its competitiveness" has been widely recognized.

Some people even call business management after the 1980s the "cultural management stage."

For family businesses, the average life span of family businesses in my country is very short, and the overall management level is not high. They urgently need advanced management ideas and method guidance to solve basic and core problems in enterprise development.

Although companies without culture can grow, it is difficult for companies without culture to achieve sustainable growth.

Culture cannot solve the problem of whether a company is profitable or not, but culture can solve the problem of whether a company's growth is sustainable or not.

In this sense, whether our country's family businesses can continue to grow in the future and become world-class and longevity enterprises like Ford, DuPont, Cheung Kong Industries, etc. is closely related to the success or failure of corporate culture construction.

1. Family businesses nurtured by traditional “family culture” 1.

Our country’s traditional family culture The famous American management scientist Peter Drucker said that management is culture-based and is dominated by the values, traditions and customs of its society.

Chinese family businesses are rooted in China’s traditional culture. Therefore, to understand their corporate culture and even the family business itself, we must start with China’s traditional culture.

Compared with other countries, China is a country with the longest and deepest family culture tradition. The most prominent feature of Chinese traditional culture is family culture.

From a business-related perspective, the specific characteristics of this family culture are as follows.

(1) Clan clan relationship is based on blood relationship and is an original artificial order.

Clan is a prominent feature of Chinese family culture, and clan constitutes the central content of Chinese family culture.

Although China has undergone tremendous social changes, this clan relationship and the family culture based on it have not changed and are firmly integrated with the Chinese social system.

Moreover, its members have a high degree of consistency in cultural awareness and other aspects.

(2) The authoritative Chinese family is constructed according to the family ethics of ordering elders and younger children. Father's kindness and son's filial piety are the most important family relationships, and family affection is one of the most precious emotions in life.

In fact, there are intergenerational conflicts and running-in problems in any society, but the ways to resolve conflicts between the East and the West are very different: Western societies allow the next generation to be completely independent and support the next generation to get rid of the influence of the previous generation; while traditional Chinese people treat

The method of intergenerational conflict is the absolute obedience of the next generation to the previous generation.

This order structure of Chinese families determines that the most common form of family business management is paternalism. The controller of the family business has supreme authority, and its management model is the same as the parent's management of the family.

(3) Etiquette The etiquette of family culture means that the family maintains order in accordance with established and inherited customs and habits, without formal regulations.

This kind of etiquette is closely related to blood relations and has a strong tendency of individualism. This is the difference between China's "etiquette" society and the "legalistic" society of Western countries.

In fact, the most fundamental tradition of family culture etiquette is also the crystallization of family culture from generation to generation. It is required that future generations must not abandon it and completely accept it in order to achieve the development of the family as a whole. Therefore, etiquette and customs have become a sacred tradition.

2.

Characteristics of my country’s family business culture The connotation of traditional Chinese family culture is fully reflected in the corporate culture of family businesses, which is specifically reflected in the following aspects: (1) Strong relationship color. In family businesses, corporate interests and family interests overlap with each other. of.

Family businesses are different from other types of businesses. The original intention of most of their establishment is to find a way to provide food and clothing for the whole family or to raise the family's living standard to a new level. Being rich means being content and not wanting to make progress, which also reflects the family's

sex.

The reason for this is precisely because the profound influence of my country's traditional culture on family businesses as mentioned above determines the strong relational color of family business culture.

In this atmosphere, business owners' management of employees is divided into two types: "own people" and "outsiders".

“Owners” include family members and key non-family employees.

Key positions in the company are held by family members, and business owners who manage their "own people" are "emotions greater than law." Any conflicts will usually turn major issues into trivial matters.

For "outsiders", choices will be made strictly in accordance with the conventions of market operation, and employees' wages will be kept as low as possible.

Enterprises are full of relationships, and interpersonal relationships are complex.

The number of family members is limited, and not all employees with outstanding abilities have the opportunity to be regarded as "one of our own." Over time, employees outside the relationship network will have a mentality of underappreciating their talents, and talent will inevitably be lost.

(2) Fewer institutional constraints. From the beginning, the survival and development of a family business are inseparable from the entrepreneur's unique judgment and decision-making courage.

It is precisely this that enables them to form absolute authority within the enterprise, and it is difficult for rules and regulations to restrict them.

Moreover, there is a difference between "internal and external" systems, and "external" ones are not "internal" ones.

"Nepotism" is implemented in employment, and "emotion" is used more in enterprise management.