Summing up the survey results, on the whole, the cultural construction of non-public enterprises shows a good development momentum, from spontaneous to conscious, from individual construction to overall promotion. First, attach importance to the business philosophy of enterprises. Many enterprises vigorously implement the development strategy of "culture promotes enterprises and brands open the way". The second is to adhere to the enterprise spirit of reform and innovation. In recent years, the innovation of non-public enterprises has become more and more prominent, and more and more enterprises are changing from traditional industries to high-tech industries. The third is to implement the development strategy of rejuvenating enterprises with talents. Non-public enterprises attach importance to attracting high-quality talents and consolidate the foundation of enterprise development.
I. Existing problems
The development trend of non-public enterprise culture construction is encouraging, but the existing problems can not be ignored, mainly as follows:
(A) corporate culture lacks connotation and is superficial. Many enterprise managers can't really realize the significance of corporate culture to management, reform and development, and unilaterally think that carrying out cultural and sports activities in enterprises is to establish corporate culture, which leads to two levels of corporate culture construction and management.
(B) corporate culture isolation, short-term behavior. Due to the lack of long-term understanding of corporate culture construction, cultural construction work is not planned, and work is carried out at will, lacking comprehensive and complete planning scheme and detailed and feasible long-term planning.
(C) corporate culture lacks individuality and tends to be similar. Lack of in-depth analysis, summary and refinement of the development history and cultural accumulation of enterprises, corporate culture does not show the unique cultural color of enterprises, can not produce strong cohesion and centripetal force for employees, can not make the public identify with the corporate image through these spiritual cultures, and can not produce identification and choice for enterprises.
(d) Low employee participation and insufficient role. If there is no corporate culture in which employees participate, there may be conflicts or non-cooperation in the implementation, then no matter how perfect the corporate culture is, it will not work. However, the current situation is that many enterprises only stay on the surface of corporate culture construction, do not go deep into the employees, and cannot play a positive role in corporate culture without the strong recognition of employees.
Second, the reason analysis
(A lack of understanding of corporate culture. Although the construction of corporate culture has been recognized and valued by most enterprises, there are also quite a few enterprises. Entrepreneurs' ideas and values are limited to economic aspects, they don't care about or respect employees, and they don't put social interests and national interests first, so corporate culture has not been developed at a higher level.
(2) Leaders lack long-term strategic vision. Entrepreneurs are the core strength, leaders, designers and builders of enterprise culture construction. Therefore, the spiritual quality, ability quality, knowledge quality and concept quality of entrepreneurs directly determine the direction of corporate culture construction. However, at present, the leaders of some non-public enterprises are of low quality and lack of long-term strategic vision, which restricts the development and progress of corporate culture.
(C) ignoring human factors in the construction of corporate culture. Influenced by the traditional management mode, it is neglected that every employee is a human being and needs the growth of self-humanity. Therefore, in the construction of corporate culture, a top-down approach is adopted, which lacks bottom-up communication and feedback, and employees do not participate in the construction of corporate culture, thus increasing the resistance obstacles in the process of promoting corporate culture, making it difficult to achieve the expected goals and give full play to the influence of corporate culture.
(D) Party building work has not been fully carried out. The party building work of some party organizations is superficial, without seriously thinking about how to promote the construction of corporate culture in combination with the actual situation of enterprises, and without making full use of the advantages of politics, policies, organization, publicity and mass line, effectively mobilizing positive factors and promoting the healthy development of enterprises.
Third, countermeasures.
(1) Attach importance to the construction of corporate culture and grasp the connotation of corporate culture. First of all, we should attach great importance to the construction of corporate culture and put the establishment of corporate values and entrepreneurial spirit in the first place. The second is to deeply understand the connotation of corporate culture. The first is the infiltration of values. The success of an enterprise stems from employees' recognition, belief and practice of organizational values. If an enterprise wants to determine its own values, it must proceed from its actual situation. The second is loyalty, that is, the cohesion of enterprises. Improving employees' loyalty to the enterprise lies in making employees work happily and grow happily. The third is the problem of harmonious enterprise and harmonious society. Strengthen the construction of corporate social responsibility culture and improve the overall sense of responsibility and moral level of enterprises. This is not only conducive to the long-term development of enterprises, but also the requirement of building a harmonious enterprise and a harmonious society.
(B) adhere to the people-oriented spirit of corporate culture. First of all, the enterprise leadership should establish a people-oriented cultural management concept. Really understand, respect, motivate and care about people, create a warm, comfortable and beautiful working environment for employees, and create harmonious interpersonal relationships. Second, in the process of cultural construction, we should integrate employees' consciousness and highlight and rely on the main body. The connotation of corporate culture is organically combined in reflecting the development direction of enterprises and the will and fundamental interests of employees. Provide employees with a broad stage culture atmosphere and encourage employees to give full play to their talents.
(3) Establish and improve the enterprise management system. To establish and improve the institutional culture followed by enterprise employees and provide strong institutional guarantee for the long-term development of enterprises, we must first formulate various rules, regulations and processes such as post responsibility system, improve a scientific management system suitable for Chinese enterprises, ensure the effective operation of dynamic and passionate management mechanisms, and stimulate employees' sense of responsibility and "ownership". Secondly, through on-the-job training and other learning mechanisms, all employees' awareness of self-improvement, competition, efficiency, democracy and legal system, and innovation will be enhanced, so as to enhance their ideological realm, enhance their sense of belonging and self-discipline, realize the organic unity of employee value sublimation and enterprise vigorous development, and accelerate enterprise development. Third, we should establish an incentive mechanism to reward employees with welfare. Form a virtuous circle in which employees contribute to the enterprise and the enterprise rewards employees, and promote employees' loyalty to the enterprise and dedication to their work.
(D) Corporate culture should be constantly innovated. Innovation is the eternal theme of enterprises. Without innovation, there is no transcendence. In a sense, innovation is the cultural core of all excellent enterprises. First of all, create an innovative atmosphere, create an innovative external environment, stimulate and cultivate employees' innovative consciousness, and provide an innovative platform for all employees. Focus on discovering, summarizing and upgrading the unique innovation core. The second is to create a learning organization. Based on the vision of * * *, characterized by team learning, with enhancing the learning ability of enterprises as the core, increasing knowledge accumulation, cultivating innovation ability, cultivating team spirit, cultivating harmonious internal atmosphere and enhancing the competitiveness of enterprises.
(5) Give full play to the advantages of Party building. The government should strengthen the guidance on the cultural construction of non-public enterprises, so that the cultural construction of non-public enterprises can be carried out smoothly. Establish a "big party building" model with the party branch as the core, the trade union organization as the link and the "party and trade union" as the troika. In practical work, Party organizations in enterprises should understand the ideological status of employees, communicate with the administrative team of enterprises in time, solve possible problems, and give full play to the vanguard and exemplary role of Party organizations and party member.
Since last year, our city has explored and implemented the practice of "safeguarding the long-term interests of enterprises, safeguarding the legitimate rights and interests of workers, optimizing the establishment of party organizations, optimizing the team structure of party member, institutionalizing party organization activities, normalizing party organizations' participation in enterprise decision-making, striving for advanced grass-roots party organizations and striving to be excellent party member", which has achieved good results and boosted the scientific development of non-public enterprises.
(This topic is sponsored by Hebei Ideological and Political Work Research Association, 20 12. ProjectNo.: HBSZKT-20 12076 Written by: Wang, Zhang Zhaoru, Wang)