What are the similarities and differences between corporate culture management theory and traditional management theory?

1. The connotation of corporate culture management Cultural management is a management goal that is currently being explored and practiced. Its connotations are constantly enriched and developed, including: (1) Treating the enterprise as an organic, "human organization" and cultivating human nature.

School.

Traditionally, enterprises are regarded as a place where products are produced, full of machine tools, equipment, and materialized things. From a cultural perspective, entrepreneurs face two missions in the market economy, making profits and cultivating human nature. The more important mission is to cultivate

The cultural quality of employees increases their recognition of corporate values.

(2) From the perspective of human nature assumptions, companies regard employees as "cultural people" with flesh and blood and self-realization. Everyone is a purpose, and everyone's life experience is irreplaceable. This is true for entrepreneurs.

The same goes for every employee.

(3) "Circle on the outside and square on the inside" management.

The outer circle refers to the implementation of good management through culture, and the inner circle refers to the internalization of the system, slowly evolving the system into a custom.

Cultural management well explains the relationship between system and culture.

Cultural management is looking for a neutral wisdom and a neutral management philosophy.

Culture is the lubricant of the system. No matter how good the system is, if it is not lubricated by culture, it will be difficult to become a conscious personality behavior and difficult to internalize into a custom.

There is a mutually shaping relationship between institutions and culture.

We should learn from the wisdom of Laozi in ancient China: rule by inaction and self-management.

(4) Pay attention to the application of emotions and values ??in management.

In the past, people emphasized what they wanted and what they didn’t want, and felt that people were very passive beings; cultural management, through the penetration of emotions and values, changes people’s passivity into initiative.

2. The development of enterprise management theory has gone through three stages: In the late 1970s and early 1980s, after Americans discovered the huge role of corporate culture in promoting enterprise development from the secrets of Japan’s rapid economic development after World War II, cultural management theory

and management methods began to sweep the world.

Its emergence caters to the diversified and personalized needs of social life. It is people's demand for management personality. It is also the product of moving from the "opportunity" market to the "ability" market.

Fierce international competition must reach new levels of competition in the cultural stage.

After China joins the WTO, it must dance with the wolf. However, entrepreneurs realize that if they do not have the constitution of a wolf, they will be dragged to death by the wolf. To possess the qualities of a wolf, they must improve the quality of the enterprise and become a wolf themselves.

Only by being stronger than the wolf can you defeat the wolf.

These participations without cultural management are difficult to achieve.

In general, cultural management is not water without a source or a tree without roots. It is the product of the development of management theory to a certain stage.

3. So far, the development of management theory has gone through three stages: (1) Experience management - the rule of man and economic man. The so-called experience management means that there are no established management rules or written management systems to follow. The enterprise completely follows the operator's own rules.

Make assumptions, follow your feelings, and manage based on experience and intuition.

Therefore, under the conditions of experience management, the success or failure of an enterprise depends entirely on the personal qualities of the operator, including decision-making ability, command ability, personal charm, good feeling and intuition.

In 1769, the first modern enterprise was born in Britain, which became a symbol of mankind's move towards industrial society.

In the long years that followed, this small-scale family business was accompanied by an immature market and low levels of science and technology. This made the experience accumulated by managers from practice not only fully meet the needs of business management, but also

And to a certain extent, it has become a positive driving force for enterprise development.

However, with the development of productivity, the continuous expansion of enterprise scale and the formation of socialized large-scale production, experience management has gradually become a shackles to enterprise development from being unsuitable.

(2) Scientific management - the rule of law and robots. In 1911, 142 years after the birth of the world's first enterprise, the publication of American Taylor's "Principles of Scientific Management" enabled enterprise management to move forward from the long experience management stage.

Entered an epoch-making stage of scientific management.

It makes it possible to manage factories and enterprises in accordance with the law, and elevate enterprise management from experience to science.

In the following more than half a century, scientific management greatly promoted the improvement of production efficiency.

Taylor believes that laziness is the instinct of all people. Therefore, heavy rewards, heavy penalties, and monetary incentives are the only means to improve employees' work enthusiasm.

However, Taylor's scientific management emphasizes things over people, only treats employees as tools, and adopts a carrot-and-stick style of management thinking and management methods. With the development of economy and technology, its negative side is increasingly showing.

(3) Cultural management - cultural governance and value-based cultural management give full play to the characteristics of culture covering human psychology, physiology, human reality and history, and comprehensively display the people-centered management thinking.

Culture is a set of ideals, values, and codes of conduct that are shared by a certain collective, and is an integration of the same standards, norms, and models that are accepted by the collective of individual behavioral capabilities.

Although behavioral science, which was popular in the 1960s and 1970s, failed to supplement the shortcomings of scientific management, it provided an important theoretical basis for cultural management.