Eight misunderstandings of the value system constr

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Eight misunderstandings in the construction of the value system of small and medium-sized enterprises

"we must take maintaining the vitality of the company as our own responsibility, and take the actual growth of the company and carrying forward this system as our own responsibility, so that this company and this system can continue for another 150 years, so that it can continue for thousands of generations."

-- John smail, former CEO of P & G

successful enterprises adhere to the unremitting pursuit of values

when we talk about corporate culture and values with many small and medium-sized enterprises and ask Professor Miao Xiangshui, a "Yangtze River Scholar" at Huazhong University of science and technology about the team, we will always encounter this saying: for our small and medium-sized enterprises, the most important thing at the same time is to survive, open the market, do a good job in sales, accumulate capital Being strong and talented is the key, not to mention the issue of corporate culture, and then talk about corporate culture and values when the enterprise develops and expands

is this really the case

in fact, every organization, whether it is an enterprise with two people starting a business in the garage or a multinational enterprise group with hundreds of thousands of employees, has a set of values and principles, which determine what behavior is acceptable and what behavior is unacceptable. Corporate cultural norms and behavior habits reflect the values and principles of enterprises. Different values can have different effects on organizations. High performance companies are far ahead of inefficient companies in all aspects related to values. In the special interface mortar effect organization that uses the value system to operate and really pays attention to the high performance of all key personnel, no part of the people are ignored, and equal treatment is the most common feature. This commitment is often described as "integrity" and "doing what is right"

an American research company has conducted a survey. Companies with excellent performance often have a clear set of enterprise values (or beliefs); In terms of corporate finance, those companies that set financial goals very clearly are usually not as clear as those that set financial goals not clearly, but pay attention to common beliefs and noble goals. This survey shows that with the development of the times, the operation of excellent enterprises has developed from simple profit seeking behavior to value pursuit behavior. The so-called value here has gone beyond the narrow scope of material interests and extended to the broad scope of social value and spiritual value

eight misunderstandings in the construction of the value system of small and medium-sized enterprises

based on years of management consulting practice and empirical research on corporate culture, Renda strategy company summarizes the eight misunderstandings in the construction of the value system of small and medium-sized enterprises, and hopes that the small and medium-sized enterprises in China who are interested in the Evergreen Foundation can learn from them

one of the misunderstandings: lack of core values

small and medium-sized enterprises are small in scale, short in establishment time, few in personnel, generally low in enterprise management, and often in an irregular state of operation. Managers generally believe that we are small enterprises, survival is the key, not to mention the construction of corporate culture, let alone the establishment of any core value system. We found from a simple search on the Internet that China Tiandi satellite company, after promoting the corporate spirit, claimed that "the content of values is temporarily unavailable! We will improve it in the near future"! As the old saying goes: there is no skin, there is no hair, there is no corporate values, where does the corporate spirit come from? Some enterprises think they have established their own values, but in fact, they have not understood the concept of values. The "enterprise values" of China Mobile is to "continue to create greater value for society and enterprises", which is actually the purpose of the enterprise; They also gave a clear definition of values - "values are the evaluation standard of the significance of the enterprise and its employees to their own existence", which should be more in line with the definition of mission. Beiyou Telecom subdivides the "core values" into "interests", "talents", "values", "management", "competition" and so on, and finally sums up the "values" as the concept of benefit sharing

the lack of core values causes a lot of malpractices in the business process, ranging from the procrastination, carelessness and muddling along in the behavior of employees to the making and selling of fake goods in the behavior of enterprises, forgetting justice for profit

Myth 2: value paranoia

that is, the values of a few people cannot achieve shared values, such as religious belief, forcing all employees to accept the boss' personal values, and so on. The emphasis on the role of shared values in enterprise management has led to the confusion between the values of entrepreneurs and shared values of enterprises. The results of enterprise values promotion activities are often extremely unsatisfactory. Only when the bosses, managers and grass-roots employees in the enterprise share the same aspirations from the heart, can they form common values. However, the bosses of small and medium-sized enterprises often impose values on employees in the form of orders. After sending T-shirts and water cups printed with the company's values to employees, they feel that the promotion of values has been completed. Even if the values imposed on employees play a certain role at a certain stage, they will eventually lose their value of existence because they cannot be recognized by most employees

values can only be shared when they are integrated into everyone's heart. For example: mutual respect. For most enterprises that think they have already established corporate values, they should check their values objectively and realistically: does the statement of values really convey the meaning they want to express? Are these statements really suitable for your business? Do they reflect the true beliefs of the company from managers to ordinary employees? For those employees who do not believe in these values, the frequency is 32kHz and meet the CLK clock requirements, what measures do you have

myth 3: rigid values

conservative rigidity is also one of the misunderstandings that hinder the construction of values that make enterprises evergreen. How can enterprises make themselves more adaptable to the market? How to maintain the momentum of sustained growth? McKinsey put forward the use of creative destruction as a means of management innovation to stimulate the vitality of enterprises, that is, to raise creative destruction to the same level as the market without losing effective control of existing operations. This is a good idea, but it is difficult to implement. Generally speaking, enterprises trained by the same entrepreneur often form a rigid value. This rigidity will become a strong obstacle to the internal and external adaptability of enterprises. Whether small and medium-sized enterprises can break through this obstacle and achieve a qualitative leap will be a revolutionary step

many enterprises have adopted unchanging values and strategies and strategies guided by them since their establishment, and fear of change has hindered them

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