企業(yè)文化的重要性英文
企業(yè)文化是企業(yè)的靈魂，是推動(dòng)企業(yè)發(fā)展的不竭動(dòng)力。它包含著非常豐富的內(nèi)容，其核心是企業(yè)的精神和價(jià)值觀。這里的價(jià)值觀不是泛指企業(yè)管理中的各種文化現(xiàn)象，而是企業(yè)或企業(yè)中的員工在從事經(jīng)營活動(dòng)中所秉持的價(jià)值觀念。下面是企業(yè)文化的重要性英文，歡迎閱讀。
企業(yè)文化的重要性英文 篇1
Corporate culture is a kind of mass consciousness and group behavior norms, which is formed by the common values of the members of the enterprise, as well as the corresponding management system and the spiritual environment and cultural atmosphere. The essence of corporate culture is a kind of enterprise management thought, which takes human as the center and takes culture as a means to stimulate the employees conscious behavior. In todays economic globalization, enterprises must become the core competitiveness of enterprises in the increasingly fierce competition in the international market. Therefore, it is very important and necessary to cultivate the enterprise culture with individual core values under the new situation.
Corporate culture is a powerful driving force for the development of enterprises and endless source
The fundamental purpose of the enterprise culture construction is to realize the healthy and sustainable development of the enterprise, and the enterprise culture construction is more close to the enterprise production management. Specific and realistic business goals, can effectively stimulate the enthusiasm and creativity of employees, so that employees feel that only the value of the enterprise to achieve their own value. This kind of value orientation is the purpose of the enterprise culture construction. The spirit of enterprise business philosophy, advocating the construction of enterprise culture and become the staff once the formation of group consciousness, will be transformed into consciousness, initiative and creativity of staff, formed to promote the development of the enterprise power and endless source.
The construction of enterprise culture has distinct characteristics of the times
At present, because China is in the social transition period, the East and west culture collide with each other, the traditional culture and the new idea are mixed, the idea and the value orientation of the enterprise staff appear the diversification trend. Therefore, the construction of enterprise culture has distinct characteristics of the times. Learning - Digestion - absorption - innovation is the inevitable process of the development of the enterprise culture, the enterprise can not stick to a fixed form of cultural expression, while keeping the essence of enterprise culture change, form and innovation of enterprise culture, increase cultural content, it is necessary to consolidate and develop the enterprise culture construction. The enterprise should not only inherit and carry forward the excellent part of traditional culture, and combined with the current socialist market economy, to learn from other advanced enterprise culture and management mode, to lay a solid foundation for the innovation of enterprise culture. The Xinjiang spirit of "love and love, unity and dedication, hard work and mutual cooperation, pioneering and enterprising" is the national spirit of the Chinese nation with patriotism as its core and the regional embodiment of the spirit of reform and innovation in Xinjiang.
People oriented is the important content of enterprise culture
Human is the main body of enterprise management activities, and the positive and initiative of human being is the guarantee of enterprise management activities. Therefore, the enterprise management should be to mobilize the enthusiasm of the people, to do the work of the people as the fundamental. Therefore, the construction of enterprise culture should be based on the fundamental problem of human being. The construction of enterprise culture only firmly establish the guiding ideology of people-oriented, adhere to the dedication, love the industry, entrepreneurship, entrepreneurship education, carry out education in patriotism, collectivism and socialism, to discover enterprise, enterprise, enterprise Xing my glorious failure I shame the corporate culture to motivate employees, respect and understanding, harmony the atmosphere of caring for people, inspire people in the formation of enterprise, to provide a strong spiritual power and ideological guarantee for the development of enterprises.
Excellent corporate culture is the core competitiveness of enterprises
What is the core competitiveness of enterprises? Different periods have different understanding. Science and technology are the primary productive forces, "advanced science and technology", "staff quality", "talent", "technical strength" is more and more valued by enterprises. With the continuous progress of human society and civilization, people have found that these elements of the enterprise is not necessarily the development of advanced science and technology, will be left behind, the technology will be eliminated, people flow, the advantage of the enterprise can eventually lose. There are many advantages of the objective of an enterprise, but it is difficult to play out, and ultimately can not avoid the fate of being eliminated. Excellent corporate culture overcomes the difficulties and shortcomings of the enterprise, so that enterprises have their own advantages to play a role. Enterprises to meet the challenges of economic globalization, to gain the initiative in the fierce international competition, we must strengthen the basic hardware construction, strengthen the enterprises "software" - the construction of enterprise culture, change old ideas, old model and method, the specific content of the enterprise through the understanding of enterprise near and long-term planning enterprises are facing the situation, and the staff concerned about the hot focus of difficult problems, will guide the staff personal gain and enterprise development together, forming a cooperative situation in unison, to enhance the core competitiveness of enterprises.
To sum up, cultivate the enterprise culture core values are the effective ways and means to enhance the core competitiveness of enterprises, enterprise culture construction is excellent development in adapting the changes of historical conditions in, is advancing in the dialectical unity of inheritance and innovation in the traditional, only respect, face reality and innovation, explore the new road. The enterprise can be in an invincible position in the fierce competition in the market.
中文：
企業(yè)文化是以企業(yè)成員共有的價(jià)值觀為核心而形成的一種群眾意識(shí)和群體行為規(guī)范，以及與之相適應(yīng)的管理體制和物化的精神環(huán)境、文化氛圍。企業(yè)文化的實(shí)質(zhì), 是以人為中心，以文化引導(dǎo)為手段，以激發(fā)員工的自覺行為為目的的一種企業(yè)經(jīng)營管理思想。在經(jīng)濟(jì)全球化的今天,企業(yè)要在日趨激烈的國際市場(chǎng)競(jìng)爭中有所作為,必須提升企業(yè)的核心競(jìng)爭力。因此，新形勢(shì)下培育擁有個(gè)性化的核心價(jià)值觀的企業(yè)文化對(duì)提升企業(yè)核心競(jìng)爭力十分重要和必要。
企業(yè)文化是推動(dòng)企業(yè)發(fā)展的強(qiáng)大動(dòng)力和無盡源泉
企業(yè)文化建設(shè)的根本目的是為了實(shí)現(xiàn)企業(yè)的健康可持續(xù)發(fā)展,決定了企業(yè)文化建設(shè)更接近于企業(yè)生產(chǎn)經(jīng)營。具體而現(xiàn)實(shí)的企業(yè)目標(biāo),能夠有效地激發(fā)員工的積極性和創(chuàng)造性,使員工感到只有企業(yè)的價(jià)值實(shí)現(xiàn)了,才能實(shí)現(xiàn)自身價(jià)值。這種價(jià)值取向的一致性,正是企業(yè)文化建設(shè)所要達(dá)到的目的。企業(yè)文化建設(shè)倡導(dǎo)的企業(yè)精神、經(jīng)營理念一旦形成并成為全體員工的群體意識(shí),就會(huì)轉(zhuǎn)化成員工的自覺性、主動(dòng)性和創(chuàng)造性,形成推動(dòng)企業(yè)發(fā)展的強(qiáng)大動(dòng)力和無盡源泉。
企業(yè)文化建設(shè)具有鮮明的時(shí)代特征
當(dāng)前，由于我國正處于社會(huì)轉(zhuǎn)型期，東西方文化相互碰撞，傳統(tǒng)文化和新思想交融，企業(yè)員工的思想觀念和價(jià)值取向出現(xiàn)了多樣化趨勢(shì)。因此，企業(yè)文化建設(shè)具有鮮明的時(shí)代特征。學(xué)習(xí)→消化→吸收→創(chuàng)新是企業(yè)文化發(fā)展的必然過程，企業(yè)不能固守一種固定的文化表現(xiàn)形式，既要保持企業(yè)文化的本質(zhì)不變，又要?jiǎng)?chuàng)新企業(yè)文化的表現(xiàn)形式，增加新的文化內(nèi)容，這是企業(yè)文化建設(shè)鞏固和發(fā)展的必然要求。企業(yè)既要繼承和發(fā)揚(yáng)傳統(tǒng)文化中的優(yōu)秀部分，又要與當(dāng)前社會(huì)主義市場(chǎng)經(jīng)濟(jì)結(jié)合起來，學(xué)習(xí)、借鑒其他企業(yè)先進(jìn)的管理和文化模式，為企業(yè)文化創(chuàng)新奠定堅(jiān)實(shí)的基礎(chǔ)�！皭蹏鴲劢�、團(tuán)結(jié)奉獻(xiàn)、勤勞互助、開拓進(jìn)取”的新疆精神，就是中華民族以愛國主義為核心的民族精神和以改革創(chuàng)新的時(shí)代精神在新疆的地域體現(xiàn)。
以人為本是企業(yè)文化的重要內(nèi)容
人是企業(yè)管理活動(dòng)的主體，人的積極性和主動(dòng)性的發(fā)揮是企業(yè)管理活動(dòng)的成功保證。因此，企業(yè)管理工作應(yīng)以調(diào)動(dòng)人的積極性，做好人的工作為根本。由此決定了企業(yè)文化建設(shè)要立足于人這一根本問題。企業(yè)文化建設(shè)只有牢固樹立以人為本的指導(dǎo)思想，堅(jiān)持敬業(yè)、愛業(yè)、守業(yè)、創(chuàng)業(yè)教育，開展愛國主義、集體主義、社會(huì)主義教育，發(fā)掘出能激勵(lì)企業(yè)員工以企業(yè)為家、企業(yè)興我光榮、企業(yè)衰我恥辱的企業(yè)文化，在企業(yè)內(nèi)部形成尊重人、理解人、關(guān)心人、激勵(lì)人的和諧氛圍，為企業(yè)的發(fā)展提供強(qiáng)大的精神動(dòng)力和思想保證。
優(yōu)秀企業(yè)文化是企業(yè)的核心競(jìng)爭力
什么才是企業(yè)的核心競(jìng)爭力?不同的時(shí)期有著不同的認(rèn)識(shí)。科學(xué)技術(shù)是第一生產(chǎn)力，“先進(jìn)科技”、“員工素質(zhì)”、“人才”、“技術(shù)力量”越來越被企業(yè)所重視、認(rèn)可。隨著人類社會(huì)的不斷進(jìn)步和文明程度的提升，人們發(fā)現(xiàn)擁有這些要素的企業(yè)卻不一定發(fā)展起來，先進(jìn)的科技也會(huì)落伍，技術(shù)會(huì)被淘汰，人才會(huì)流動(dòng)，企業(yè)的優(yōu)勢(shì)最終可以會(huì)失去。一個(gè)企業(yè)的客觀存在優(yōu)勢(shì)再多，卻難以發(fā)揮出來，最終還是避免不了被淘汰的命運(yùn)。優(yōu)秀的企業(yè)文化克服了企業(yè)存在的困難與不足，使企業(yè)自身具備的優(yōu)勢(shì)發(fā)揮作用。企業(yè)要迎接經(jīng)濟(jì)全球化的挑戰(zhàn)，在激烈的國際競(jìng)爭中贏得主動(dòng)，就必須在加強(qiáng)“硬件”建設(shè)的基礎(chǔ)上，大力加強(qiáng)企業(yè)的“軟件”—企業(yè)文化建設(shè)，改變舊觀念、舊模式、舊方法, 通過了解企業(yè)近期和長期的工作規(guī)劃、企業(yè)面臨的形勢(shì)和員工關(guān)心的熱點(diǎn)焦點(diǎn)難點(diǎn)問題等企業(yè)的具體內(nèi)容，引導(dǎo)員工將個(gè)人的得失與企業(yè)發(fā)展聯(lián)系在一起，形成上下同心協(xié)力的局面，才能全面提升企業(yè)核心競(jìng)爭力。
綜上所述, 培育企業(yè)文化核心價(jià)值觀是提升企業(yè)核心競(jìng)爭力的有效途徑和手段，優(yōu)秀的企業(yè)文化建設(shè)就是在不斷適應(yīng)歷史條件的變化中發(fā)展起來的,是在繼承和創(chuàng)新的辨證統(tǒng)一中前進(jìn)的,只有尊重傳統(tǒng)、面對(duì)現(xiàn)實(shí)、改進(jìn)創(chuàng)新、探索新路，企業(yè)才能在激烈的市場(chǎng)競(jìng)爭中立于不敗之地。
企業(yè)文化的重要性英文 篇2
The necessity and importance of the cultural construction of small and medium sized enterprises
The necessity of 1, small and medium-sized enterprise culture construction
Large enterprises need to corporate culture, small and medium enterprises actually need to pay attention to the construction of enterprise culture. Small and medium-sized enterprises due to small size, short development time, enterprise management level is generally low, a considerable part of the business is not standardized. For the development of small and medium enterprises, it seems that the more talked about is to scientific management, improve the management level, but few people will promote small and medium enterprises should pay attention to the construction of culture. Many small business owners think that we are small and medium enterprises, the enterprise is the key to survival, not to mention the problem of corporate culture construction, and even some experts in management circles also think so, so that the cultural construction of small and medium enterprises more lag.
Any enterprise, regardless of the cultural construction work, in the development process will form their own business style or is the atmosphere. This kind of atmosphere, may be the health upward, also may be the dregs destroys the human. If it is a bad atmosphere, started early in the enterprise, perhaps to enterprise does not constitute a bad influence, but if not controlled, its development, make the enterprise atmosphere slowly accumulated into the bad enterprise culture, it is very difficult to change again. Therefore, it is necessary for enterprises to establish a correct and healthy corporate culture orientation and attach importance to the development of corporate culture.
Enterprise culture is generally defined as: in the formation of long-term operating time in enterprises owned by the staff for the values, norms and ethical standards. Small and medium-sized enterprises are generally shorter than large enterprises, staff size is also small, so the problem is not taken seriously. But in fact, the impact of corporate culture on small and medium enterprises is far greater than the impact of large enterprises, but not for the attention of the community did not cause enough attention.
Every enterprise in the process of development, must have its unique cultural form, in the course of time, gradually formed its own unique corporate values, moral values, thus forming a kind of cohesion, to promote the rapid development of enterprises, achieve the real meaning of enterprise culture. Therefore, the enterprise culture is a common way of behavior and values formed in the process of work, it is the way enterprises do things, regardless of the size of the enterprise, all companies have corporate culture. Therefore, the small and medium-sized enterprises also exist the problem of the enterprise culture, but because of the different scale and development stage of the enterprise, the strength and the angle of the enterprise culture are also different.
The importance of corporate culture, 2
John Harvard University. Professor Kurt and James. Study on 11 years of Professor Heskett: pay attention to the total income of the enterprise culture, the average growth of 68.2%, do not pay attention to the corporate culture of the company amounted to only 16.6% growth; attention to the corporate culture of the company stock price is 90.1%, do not pay attention to the corporate culture of the company is 74%; pay attention to the corporate culture of the company net income growth of 75.6%, do not pay attention to the corporate culture of the company is only 1%.
In fact, any entrepreneur subconsciously attaches great importance to corporate culture. As a boss, need to consider how to make employees willing to own, and pull together in times of trouble how to make employees to improve work efficiency, how to make the development goal of enterprises and employees agree to fight for? This is the enterprise culture to solve the problem. So the small and medium-sized enterprises also need to pay attention to enterprise culture, small and medium enterprises, may have more than 100 employees, information communication more smooth, do not need too much form or system of things, it should focus on how to make the core concept of popular work. A business, if you want to develop into a large enterprise, now we must do large enterprises to do; to become a great company, and now we must do great companies should do things, so that it may become a big company or company of excellence."
This case to some extent that the development of corporate culture of small and medium enterprises is very important. Two good friends at the same time, a few years later, one of the companys small reputation, while the other is still difficult. So after the company boss asked his friend said: "we are also business conditions and opportunities we almost, why are you developing so fast, but it is so hard to me now?" his friend did not directly answer, but asked him three questions: "you have no to make people excited and willing to development goals aligned with you? You have no idea of your values and will share with your staff? Do you often deliberately to create a passionate working atmosphere for employees?" after listening to a friend, the boss in a meditation.
Two, small and medium-sized enterprise culture construction present situation
1, lack of understanding
According to the staff analysis, now the small and medium-sized private enterprises have 70 percent did not form the concept of market and customer concept, there is no clear understanding of essence of corporate culture. They just understand from the slogan, the concept is not clear.
Gathered in small and medium-sized private enterprises in Wenzhou, 60% of the leading enterprises are not fully aware of the necessity of enterprise culture. Some companies are specialized institutions, but also exist in name only. Business operators do not intervene, not paying attention, not to the enterprise culture development strategy into the overall enterprise strategy, enterprise management efforts provisions involving enterprise mission, goals and objectives, content is not enough.
2, the lack of features
As the enterprises core values
中文：
一、中小型企業(yè)文化建設(shè)的必要性和在重要性
1、中小企業(yè)文化建設(shè)的必要性
大企業(yè)需要企業(yè)文化，中小型企業(yè)其實(shí)更需要重視企業(yè)文化建設(shè)。中小型企業(yè)由于規(guī)模小、發(fā)展時(shí)間短，企業(yè)管理水平普遍較低，相當(dāng)一部分甚至是不規(guī)范經(jīng)營。對(duì)于中小企業(yè)的發(fā)展問題，似乎更多談到的是要科學(xué)管理、提高管理水平，但卻很少有人會(huì)提倡中小企業(yè)要注重文化的建設(shè)。很多中小企業(yè)主認(rèn)為，我們是中小型企業(yè)，企業(yè)關(guān)鍵是生存，談不上企業(yè)文化建設(shè)問題，甚至管理界一些專家也這樣認(rèn)為，從而使得中小型企業(yè)的文化建設(shè)更為滯后。
任何企業(yè)，不管是否進(jìn)行過文化建設(shè)工作，在發(fā)展過程中都會(huì)形成自身的企業(yè)作風(fēng)或者說是風(fēng)氣。這種風(fēng)氣，可能是健康向上的，也可能是糟粕毀人的。如果是不良風(fēng)氣，在企業(yè)創(chuàng)辦前期，也許對(duì)企業(yè)還不能構(gòu)成惡劣的影響，但如果不加控制，任其發(fā)展，讓企業(yè)風(fēng)氣慢慢積累成不良企業(yè)文化，再來改變就很難了。因此，當(dāng)企業(yè)還在成長中就樹立正確健康的企業(yè)風(fēng)氣導(dǎo)向，重視企業(yè)文化的發(fā)展是非常必要的。
企業(yè)文化一般定義為：企業(yè)在長期經(jīng)營時(shí)間中形成的為全體員工所共同擁有的價(jià)值觀、行為準(zhǔn)則、道德標(biāo)準(zhǔn)等。中小企業(yè)的存續(xù)時(shí)間一般較大型企業(yè)為短，人員規(guī)模也較小，所以對(duì)此問題也未重視。但實(shí)際上，企業(yè)文化對(duì)中小企業(yè)的影響要遠(yuǎn)遠(yuǎn)大于對(duì)大型企業(yè)的影響，只是不為社會(huì)所關(guān)注才沒有引起足夠的重視。
每一個(gè)企業(yè)在發(fā)展過程中，都必有其獨(dú)特的文化雛形，久而久之，就逐漸形成了企業(yè)自己獨(dú)特的價(jià)值觀、道德觀，從而形成一種企業(yè)凝聚力，使之推動(dòng)企業(yè)高速發(fā)展，達(dá)到企業(yè)文化之真正內(nèi)涵。所以，企業(yè)文化是企業(yè)在工作過程中形成的一種共同的行為方式和價(jià)值觀，它是企業(yè)做事的方式，無論企業(yè)規(guī)模的大小，凡是企業(yè)都有企業(yè)文化。因此，中小企業(yè)也肯定存在企業(yè)文化的塑造問題，只不過因企業(yè)規(guī)模和發(fā)展階段不同，企業(yè)文化塑造的力度和角度也不同。
2、企業(yè)文化的重要性
美國哈佛大學(xué)的約翰.科特教授和詹姆斯.赫斯克特教授11年的考察研究認(rèn)為：重視企業(yè)文化的公司總收入平均增長68.2%，不重視企業(yè)文化的公司則僅達(dá)16.6%;重視企業(yè)文化的公司股票價(jià)格增長為90.1%，不重視企業(yè)文化的公司為74%;重視企業(yè)文化的公司凈收入增長為75.6%，不重視企業(yè)文化的公司僅為1%。
事實(shí)上，任何一個(gè)企業(yè)家在潛意識(shí)上都很重視企業(yè)文化。作為老板，需要考慮如何讓員工愿意和自己同舟共濟(jì)、如何讓員工提高工作效率、如何讓員工認(rèn)同企業(yè)的發(fā)展目標(biāo)并為之奮斗?這就是企業(yè)文化要解決的問題。所以中小企業(yè)也需要重視企業(yè)文化，中小型企業(yè)，可能就100多名員工，信息溝通較為順暢，不需要太多的形式或系統(tǒng)的東西，它要把重點(diǎn)放在如何讓核心理念深入人心的工作上�！耙粋�(gè)企業(yè)，如果想發(fā)展成大型企業(yè)，現(xiàn)在就必須做大型企業(yè)要做的事;想成為一個(gè)卓越的公司，現(xiàn)在就必須做卓越公司應(yīng)該做的事情，這樣才有可能成為大公司或卓越公司�！�
下面這個(gè)案例從某種程度上說明企業(yè)文化對(duì)中小型企業(yè)的發(fā)展是多么重要。兩個(gè)好朋友同時(shí)創(chuàng)業(yè)，幾年后其中一個(gè)人的公司已經(jīng)小有名氣，而另外一家則還是舉步維艱。于是后面這家公司的老板就問他的朋友說：“我們是同時(shí)創(chuàng)業(yè)，我們的條件和機(jī)會(huì)差不多，為什么你發(fā)展得那么快，我到現(xiàn)在卻還是那么艱難呢?”他的朋友并沒有做正面回答，而是問了他三個(gè)問題：“你的公司有沒有足以令員工激動(dòng)并愿意與你共進(jìn)退的發(fā)展目標(biāo)?你有沒有將你的思路與價(jià)值觀與你的員工分享?你有沒有經(jīng)常刻意去創(chuàng)造一種讓員工充滿激情的工作氛圍?”聽完朋友的問題，這個(gè)老板陷入沉思之中。
二、中小型企業(yè)文化建設(shè)現(xiàn)狀
1、認(rèn)識(shí)不足
據(jù)有關(guān)人員分析，現(xiàn)如今的中小型民營企業(yè)有70﹪還沒有真正形成市場(chǎng)觀念和顧客觀念，沒有認(rèn)清企業(yè)文化的本質(zhì)。他們只是從口號(hào)上來理解，概念不明確。
在我國中小型民營企業(yè)的聚集地溫州，有60%的企業(yè)領(lǐng)導(dǎo)沒有充分認(rèn)識(shí)到企業(yè)文化的必要性。有些企業(yè)就是有專門的機(jī)構(gòu)，也是形同虛設(shè)。企業(yè)經(jīng)營者不介入、不重視，沒有把企業(yè)文化戰(zhàn)略編入企業(yè)發(fā)展規(guī)劃的整體戰(zhàn)略中，企業(yè)經(jīng)營理念涉及企業(yè)使命、宗旨和目標(biāo)等內(nèi)容的規(guī)定力度遠(yuǎn)遠(yuǎn)不夠。
2、缺乏特色
作為企業(yè)核心的價(jià)值觀念缺乏個(gè)性，形式化，雷同化現(xiàn)象嚴(yán)重。據(jù)有關(guān)資料表明，當(dāng)前我國企業(yè)口號(hào)中，“團(tuán)結(jié)”的使用率高達(dá)41%，“創(chuàng)新”與“開拓”的使用率也超過了20%，“進(jìn)取”的使用率也達(dá)到了10%，市場(chǎng)在改變了，形勢(shì)也在改變，可這些口號(hào)卻沒有變化。
3、文化建設(shè)滯后
隨著市場(chǎng)經(jīng)濟(jì)的進(jìn)一步完善和發(fā)展以及現(xiàn)代企業(yè)制度的建立,大部分中小企業(yè)的機(jī)制已經(jīng)轉(zhuǎn)換,如部分國有中小型民營企業(yè)已經(jīng)成功地轉(zhuǎn)變?yōu)楫a(chǎn)權(quán)明晰、責(zé)任明確、管理科學(xué)的現(xiàn)代企業(yè),成為自負(fù)盈虧、自我約束、自我發(fā)展的股份公司或有限公司。但是，相應(yīng)的文化建設(shè)遠(yuǎn)遠(yuǎn)沒有跟上來。
4、忽略企業(yè)文化戰(zhàn)略
中小型民營企業(yè)為忙于生計(jì),不被殘酷的市場(chǎng)所淘汰,只能更多地考慮企業(yè)當(dāng)前所處的位置和現(xiàn)狀,忙于追求自己的短期利益,而對(duì)于相對(duì)注重長遠(yuǎn)利益的戰(zhàn)略無暇顧及。而且，他們認(rèn)為文化戰(zhàn)略是大企業(yè)、大集團(tuán)的事,中小企業(yè)沒有必要進(jìn)行戰(zhàn)略方面的考慮。缺乏企業(yè)文化建設(shè)的戰(zhàn)略思考和決策是他們的通病。
5、家族式文化的弊病
據(jù)中國社會(huì)科學(xué)院社會(huì)學(xué)所，全國工商聯(lián)研究室共同組織的對(duì)21個(gè)省市自治區(qū)的250個(gè)市縣區(qū)的1947家中小民營企業(yè)進(jìn)行的抽樣調(diào)查顯示， 有近80%的企業(yè)是家族式或泛家族式企業(yè)。受企業(yè)主自身素質(zhì)的限制，家長制集權(quán)管理導(dǎo)致企業(yè)在發(fā)展中缺乏科學(xué)論證和民主決策，家族力量對(duì)企業(yè)領(lǐng)導(dǎo)權(quán)的壟斷，導(dǎo)致企業(yè)成為一個(gè)相對(duì)封閉的團(tuán)體。
三、中小型企業(yè)文化建設(shè)存在的問題
1、片面理解企業(yè)文化建設(shè)
(1) 將企業(yè)文化等同于企業(yè)外在形象設(shè)計(jì)。很多中小型企業(yè)的領(lǐng)導(dǎo)者在這方面存在對(duì)企業(yè)文化理解上的誤區(qū)。他們認(rèn)為所謂的企業(yè)文化就是企業(yè)的外在表現(xiàn)形象，所以就把更多的'精力放在了企業(yè)標(biāo)語口號(hào)的斟酌、企業(yè)標(biāo)識(shí)的設(shè)計(jì)上。例如，有些企業(yè)從辦公樓到生產(chǎn)園區(qū)，從廠部到班組，到處都張貼或懸掛著諸如“開拓創(chuàng)新”、“拼搏進(jìn)取”之類的標(biāo)語口號(hào);還有很多企業(yè)設(shè)計(jì)了精致的廠徽、統(tǒng)一的廠服、嘹亮的廠歌、鮮艷的廠旗，企業(yè)的外在形象可謂被設(shè)計(jì)得淋漓盡致，但他們只簡單地將企業(yè)文化等同于形象設(shè)計(jì)，并沒有采取有力的措施把企業(yè)文化的核心——企業(yè)精神體現(xiàn)在企業(yè)的經(jīng)營活動(dòng)中，也沒有把企業(yè)精神滲透到企業(yè)員工的思維方式、工作、行為習(xí)慣中。
(2) 將企業(yè)文化等同于企業(yè)文體活動(dòng)。很多企業(yè)認(rèn)為企業(yè)文化建設(shè)就是豐富多彩的文體活動(dòng)，寄希望于通過舉辦幾場(chǎng)球類比賽，搞幾次文藝演出，放幾場(chǎng)電影，組織幾個(gè)職工俱樂部來達(dá)到塑造企業(yè)精神的目的。事實(shí)上，文體活動(dòng)的開展只是企業(yè)文化建設(shè)的一個(gè)表層活動(dòng)，在一定程度上可以增進(jìn)員工之間的相互了解和員工對(duì)企業(yè)的歸屬感，但如果僅僅依靠這些表層活動(dòng)，而不進(jìn)行企業(yè)文化的滲透，不用企業(yè)精神塑造員工，企業(yè)文化建設(shè)是不會(huì)得到持續(xù)協(xié)調(diào)發(fā)展的，也就更不可能為企業(yè)的持續(xù)發(fā)展提供文化支持。
(3) 將企業(yè)文化等同于政治思想工作。有些企業(yè)把企業(yè)文化建設(shè)和我國傳統(tǒng)的政治思想工作混淆起來，認(rèn)為企業(yè)文化建設(shè)就是一種思想灌輸、說服教育，是宣傳部門、工會(huì)的事情，這種觀點(diǎn)在國有中小企業(yè)中尤其普遍。另外，由于中小型企業(yè)規(guī)模不大，機(jī)構(gòu)設(shè)置較少，經(jīng)常將思想政治工作和文化建設(shè)歸屬于同一部門管理，但是由于許多管理者對(duì)企業(yè)文化內(nèi)涵理解不深刻，經(jīng)常將二者混為一談，這對(duì)企業(yè)文化建設(shè)非常不利。
(4) 將企業(yè)文化等同于規(guī)章制度。有些中小企業(yè)的管理者認(rèn)為企業(yè)文化就是企業(yè)規(guī)章制度，只要制定出企業(yè)的規(guī)章制度，組織員工學(xué)習(xí)、了解并嚴(yán)格實(shí)施，企業(yè)的文化建設(shè)就可大功告成，企業(yè)精神也就可以培育起來了，企業(yè)的文化氛圍也會(huì)逐步地形成。盡管企業(yè)規(guī)章制度的制定是企業(yè)文化建設(shè)的一個(gè)重要方面，是企業(yè)文化建設(shè)的制度保障，但規(guī)章制度的制定并不是文化建設(shè)的全部，絕不能將二者等同。
2、企業(yè)文化與企業(yè)的內(nèi)嵌性差
企業(yè)的文化建設(shè)與企業(yè)的發(fā)展目標(biāo)和經(jīng)濟(jì)利益是緊密聯(lián)系在一起的，優(yōu)秀企業(yè)文化的形成與企業(yè)的發(fā)展壯大和經(jīng)濟(jì)效益的提高是相互作用的。企業(yè)文化建設(shè)是通過企業(yè)文化的導(dǎo)向和滲透作用，以體現(xiàn)企業(yè)價(jià)值觀的行為準(zhǔn)則和規(guī)范，引導(dǎo)員工的行為朝著有利于實(shí)現(xiàn)企業(yè)目標(biāo)的方向發(fā)展，為企業(yè)在市場(chǎng)競(jìng)爭中的發(fā)展提供動(dòng)力源，最終提高企業(yè)的經(jīng)濟(jì)效益，增強(qiáng)企業(yè)的實(shí)力;企業(yè)的發(fā)展壯大又能促使員工產(chǎn)生自豪感和向心力，從而約束自己的言行，自覺遵守企業(yè)的各項(xiàng)規(guī)章制度，維護(hù)企業(yè)形象，積極參與企業(yè)文化的建設(shè)。然而，當(dāng)前我國企業(yè)的領(lǐng)導(dǎo)者在文化建設(shè)上往往與企業(yè)經(jīng)濟(jì)效益之間的關(guān)系處理不當(dāng)。有些企業(yè)為建設(shè)文化而建設(shè)文化，不注重經(jīng)濟(jì)效益，不注重經(jīng)濟(jì)效益與文化建設(shè)的實(shí)際聯(lián)系，最后形成了文化建設(shè)、經(jīng)濟(jì)效益“兩張皮”，失去了文化建設(shè)的根本意義。
3、 企業(yè)文化建設(shè)雷同
很多企業(yè)也重視企業(yè)文化的建設(shè)，但其中一味模仿、全盤照搬的比較多，而不是通過選擇淘汰，消化等方式，把外來先進(jìn)的文化吸收進(jìn)來，作到有機(jī)的融合，培育自己企業(yè)的文化特色。企業(yè)文化建設(shè)普遍缺乏個(gè)性甚至雷同，這是目前我國中小型企業(yè)文化建設(shè)的一個(gè)特點(diǎn)。
四、中小型企業(yè)文化建設(shè)的對(duì)策
1、加強(qiáng)對(duì)企業(yè)文化建設(shè)的正確理解和認(rèn)識(shí)
企業(yè)從上到下都要形成共識(shí),認(rèn)清文化建設(shè)對(duì)企業(yè)的生產(chǎn)經(jīng)營和可持續(xù)發(fā)展所起的重要作用,以積極、主動(dòng)的態(tài)度去進(jìn)行文化建設(shè)的各項(xiàng)活動(dòng)。領(lǐng)導(dǎo)者更要高度支持和積極參與,要率先垂范和倡導(dǎo)企業(yè)文化,用自己的言行有意識(shí)地塑造企業(yè)文化,積極成為企業(yè)文化建設(shè)的溝通者,激勵(lì)者。
2、重視企業(yè)文化的創(chuàng)新，推動(dòng)企業(yè)文化的個(gè)性化發(fā)展
企業(yè)的管理者應(yīng)該認(rèn)識(shí)到一個(gè)企業(yè)區(qū)別于其他企業(yè)的特征不只是在自己的產(chǎn)品上、企業(yè)的外在形象上，而更多的應(yīng)該是在自己企業(yè)的文化特色上，文化能夠反映一個(gè)企業(yè)本質(zhì)特點(diǎn)，其他外在形象的表現(xiàn)都是這種文化的表現(xiàn)，所以中小型企業(yè)在建設(shè)自己企業(yè)文化時(shí)，應(yīng)該結(jié)合自己企業(yè)的自身特點(diǎn)，創(chuàng)造出具有一定特色、富有個(gè)性的企業(yè)文化。企業(yè)文化也是一個(gè)動(dòng)態(tài)的發(fā)展過程，應(yīng)該根據(jù)實(shí)際情況的變化而進(jìn)行不斷地創(chuàng)新，不斷為企業(yè)文化建設(shè)注入新鮮血液，這樣才能增強(qiáng)企業(yè)文化的活力，最大限度的發(fā)揮企業(yè)文化的推動(dòng)作用。
3、加強(qiáng)企業(yè)文化建設(shè)與經(jīng)營活動(dòng)的聯(lián)系，用文化提高企業(yè)效益
企業(yè)之所以要進(jìn)行企業(yè)文化的建設(shè)，其根本目的就是要促進(jìn)企業(yè)的發(fā)展，而不是用于宣傳和作擺設(shè)，如果不將企業(yè)文化建設(shè)與經(jīng)營活動(dòng)緊密相聯(lián)，企業(yè)文化的建設(shè)也就失去了根基。所以在企業(yè)文化建設(shè)時(shí)，一定要立足于企業(yè)的生產(chǎn)經(jīng)營活動(dòng)，為企業(yè)的生產(chǎn)經(jīng)營活動(dòng)服務(wù)，立足于企業(yè)的長遠(yuǎn)發(fā)展，為企業(yè)的可持續(xù)發(fā)展提供文化保障。
4、著眼企業(yè)文化發(fā)展戰(zhàn)略，注重培育企業(yè)精神
企業(yè)文化建設(shè)不是一朝一夕能夠完成的，它是一個(gè)持續(xù)發(fā)展培育的過程。中小型企業(yè)在制定自己的經(jīng)營發(fā)展戰(zhàn)略時(shí)，一定要包括文化的發(fā)展戰(zhàn)略，要把企業(yè)精神作為文化建設(shè)的核心內(nèi)容，對(duì)企業(yè)文化的發(fā)展應(yīng)該有總體的設(shè)計(jì)，能夠使自己企業(yè)的文化發(fā)展有一個(gè)不間斷、連續(xù)的發(fā)展過程，這樣才能使文化得到不斷的累積，避免企業(yè)因?yàn)轭I(lǐng)導(dǎo)者的改變而不斷變化自己的企業(yè)文化精神。另外企業(yè)在發(fā)展的每一個(gè)階段都需要有適合這個(gè)階段的文化的支撐和推動(dòng)。能夠?yàn)樽约浩髽I(yè)發(fā)展的每一個(gè)階段提供這種支持，所以一定要注重企業(yè)文化建設(shè)的長遠(yuǎn)規(guī)劃。
5、提高員工對(duì)企業(yè)文化建設(shè)的參與性
企業(yè)文化建設(shè)的主體是員工，所以企業(yè)文化建設(shè)必須要有員工的廣泛參與，只有這樣才能使每一位員工了解自己企業(yè)的文化，逐步使企業(yè)文化深入人心。一般來說中小型企業(yè)員工的素質(zhì)會(huì)比其他大型企業(yè)的員工素質(zhì)低，這是中小型企業(yè)的先天來決定的，但是企業(yè)一定要注重培養(yǎng)和提高員工的素質(zhì)，而不是任其發(fā)展，不管不問，否則企業(yè)文化建設(shè)是無法持續(xù)推進(jìn)的。在員工廣泛參與的前提下，不斷推進(jìn)文化建設(shè)的深入，通過文化建設(shè)地不斷推進(jìn)，逐漸培育員工的團(tuán)隊(duì)精神，增強(qiáng)企業(yè)的凝聚力，使企業(yè)文化建設(shè)走上“全民參與”與“全民互動(dòng)”的良性發(fā)展軌道。
6、注重企業(yè)文化傳播工作，擴(kuò)大企業(yè)文化的影響力
很多中小型企業(yè)不重視企業(yè)文化的傳播工作，認(rèn)為這是大企業(yè)所需要做的。其實(shí)，企業(yè)無論大小都應(yīng)該重視企業(yè)文化的傳播工作。企業(yè)文化不只應(yīng)該被本企業(yè)的員工所了解和接受，也應(yīng)該在企業(yè)文化建設(shè)到一定程度時(shí)為更多的公眾所了解并逐漸被接受和認(rèn)可，這樣通過企業(yè)文化的傳播可以加深公眾對(duì)自己企業(yè)及自己企業(yè)產(chǎn)品的了解和認(rèn)可，這對(duì)企業(yè)的發(fā)展是非常重要的。企業(yè)在進(jìn)行廣告策劃時(shí)一定不要只重視宣傳自己企業(yè)的產(chǎn)品或企業(yè)的外在形象，而應(yīng)該將企業(yè)的文化及所蘊(yùn)含的企業(yè)精神融入到廣告當(dāng)中，并利用有效的廣告形式將自己的企業(yè)文化傳播出去。當(dāng)然傳播企業(yè)文化有很多途徑，各個(gè)企業(yè)應(yīng)該根據(jù)自己企業(yè)的條件進(jìn)行選擇。例如企業(yè)可以加強(qiáng)與自己所處社區(qū)的聯(lián)系，利用和社區(qū)的一些友誼活動(dòng)來傳播自己的企業(yè)文化;再如，經(jīng)常和其他企業(yè)進(jìn)行橫向聯(lián)系，增強(qiáng)與其他企業(yè)地溝通，在溝通交流中傳播自己的企業(yè)文化。
總之，毫無疑問，對(duì)大企業(yè)來說，企業(yè)文化建設(shè)是必要且重要的;同樣，對(duì)中小企業(yè)來講，企業(yè)文化建設(shè)是更加必要且重要。它關(guān)系到企業(yè)的長遠(yuǎn)發(fā)展，因此我們不僅僅在口頭上、表面上重視企業(yè)文化建設(shè)，而且更應(yīng)該在行動(dòng)中，在實(shí)質(zhì)上認(rèn)真進(jìn)行企業(yè)文化的建設(shè)。同時(shí)，要正視企業(yè)文化建設(shè)中存在的問題，采取相應(yīng)的措施推進(jìn)這一重大工程。
企業(yè)文化的重要性英文 篇3
Corporate culture is the process of enterprise development, which is gradually formed through production, construction, operation and management practice, and then dominates and adheres to a common identity, values and code of conduct to all employees. Its core corporate values are based on corporate philosophy, and its external entrepreneurial form, business management skills and corporate image are the main contents of corporate spirit, That is to say, the essence of entrepreneurship is an enterprise's positive, healthy, positive mentality, values and leadership consciousness. It is the fundamental power source for the existence and survival of an enterprise.
The traffic management center has always been called "air police" in the industry. It is particularly important to ensure flight safety, maintain flight speed, maintain air flow order and organization, and improve the quality of corporate cultural work We have the humanistic spirit of air traffic control, which reflects the significance of this aspect. Enterprise management is the foundation of corporate culture construction, reflects the connotation of corporate spirit, and the cultural structure that acts on corporate image is the road of enterprise system and enterprise management.
An important position and role is the working goal of "let the sky fly easily" It is a more general and abstract abstraction, which needs to form a specific goal. In order to guide the behavior of enterprise employees specifically, as the saying goes, "good for bad is the best policy". The corporate image refers to the public's understanding and evaluation of the enterprise as a whole, and also refers to the public's overall impression of the enterprise.
The management should pay more attention to the design and construction of the corporate image and improve the number of air traffic controllers The enterprise with human attribute is human, and culture is the soul. Corporate culture has the functions of guidance, cohesion, motivation, restraint, coordination and auxiliary functions. For example, Haier Group, which is well-known in the world, is the most successful enterprise.
中文翻譯：
企業(yè)文化是企業(yè)發(fā)展的過程，經(jīng)過生產(chǎn)、建設(shè)、經(jīng)營、管理實(shí)踐，逐步形成，然后主導(dǎo)，并向全體員工堅(jiān)持一個(gè)共同的身份、價(jià)值觀和行為準(zhǔn)則其核心企業(yè)價(jià)值觀，其方法論是基于企業(yè)哲學(xué)的，其外在的創(chuàng)業(yè)形式、企業(yè)管理技能和企業(yè)形象是企業(yè)精神的主要內(nèi)容，即企業(yè)家精神的本質(zhì)是企業(yè)積極、健康、積極的心態(tài)、價(jià)值觀和領(lǐng)導(dǎo)意識(shí)，是企業(yè)存在、生存的根本動(dòng)力源泉交通管理中心一直被業(yè)界稱為“空中警察”，是保證飛行安全、維護(hù)航班飛行速度、維護(hù)空中流動(dòng)秩序和組織、提高企業(yè)文化工作質(zhì)量尤為重要的“敬業(yè)奉獻(xiàn)、追求更好”，我們具有空中交通管制的人文精神，體現(xiàn)了這方面的意義，企業(yè)管理問題是企業(yè)文化建設(shè)的基礎(chǔ)，體現(xiàn)了企業(yè)精神的內(nèi)涵，作用于企業(yè)形象的文化結(jié)構(gòu)，是企業(yè)制度、企業(yè)管理的道路，一個(gè)重要的位置和作用是“讓天空輕松飛翔”的工作目標(biāo)，它是更為籠統(tǒng)而抽象的提煉，需要形成一個(gè)具體的目標(biāo)，為了有針對(duì)性地具體指導(dǎo)企業(yè)員工的行為，俗話說：“以德報(bào)怨于上策”企業(yè)形象是指公眾對(duì)企業(yè)整體的理解和評(píng)價(jià)，也是指公眾對(duì)企業(yè)的整體印象，管理層更應(yīng)注重企業(yè)形象的設(shè)計(jì)和建設(shè)，提高空管人員的個(gè)人屬性企業(yè)是人，文化是靈魂，企業(yè)文化具有導(dǎo)向功能、凝聚力功能、激勵(lì)功能、約束功能，協(xié)調(diào)功能和輔助功能已卓有成效例如：聞名世界的海爾集團(tuán)，是最成功的企業(yè)。
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