On the cultural construction of small and medium enterprises on the problems and countermeasures

Paper Keywords: SMEs Culture
Abstract: More and more SMEs were aware of the need for the development of corporate Culture, but still not enough emphasis on the construction process, the lack of features, a mere formality, of the family, affecting the quality of corporate Culture. In this regard, SMEs should recognize the business Culture of the "chain effect", and building corporate Culture, and promote sustainable development.


First, the current status of SME culture
(A culture taken seriously
Many enterprises have not paid enough attention to the corporate culture, or no concept of these companies busy with production and management, more consideration to the business location and status, only immediate, long-term strategy to attend to, they tend to believe that building a corporate culture is large enterprises, large companies do, there is no need for SMEs, the lack of awareness of the importance of enterprise culture.

(Two characteristic lack of corporate culture
Corporate culture, if not combined with production and business operation, and its cultural environment in which the fit will be acclimatized, the lack of personality, or even identical. Statistics show that China's current corporate slogan, "unity" of the usage of up to 41% , "Innovation" and "open up" more than 20% utilization rate, "progressive" rate has reached 10% of these general, abstract, uniform terminology does not reflect the cultural characteristics of these enterprises.

(C corporate culture remain in the form
A small number of SMEs in the building of enterprise culture has achieved initial success, condensed out of line with its own characteristic spirit of enterprise, but the problem is that they stop here, just summarize the text slogans, in form, not inherent in the spirit of these words melt into their own development, no employees in the enterprise to promote, guide strategic decision not to use it, reducing the effectiveness of corporate culture.

(Four family-oriented corporate culture
Many SMEs in China is founded by individuals, the implementation of family management. According to the 2008 Academy of Social Sciences, the National Federation of tissue sample survey, nearly 80% of the enterprises are family enterprises. SMEs in the distribution of profits and personnel arrangements have strong familial. family-oriented corporate culture, corporate culture did not follow the law, to fully mobilize the initiative of employees, corporate culture is immature. business decisions are often taken to patriarchal authoritarianism, racking our brains to solve the problem and they think that culture is for SMEs " Boss culture. "
Second, SMEs need to build corporate culture
In the knowledge economy and society, corporate culture will play an important role in the rise and fall. <<2011-2015 Chinese corporate culture construction guidance for the implementation of>> pointed out that "in the fierce market competition and market structure in the complex, companies need to do good, stronger, bigger, without good faith, but without the corporate culture support, so vigorously develop the corporate culture is to enhance the competitiveness of enterprises, enterprise and a unique competitive advantage and sustainable development of the practical needs. "Links to Papers download http://www.hi138.com At present, many small and medium enterprises in the founding stage, small, weak, inexperienced leader, vision is not enough long-term, profit-oriented, culture is often overlooked. Some enterprises in the blind pursuit of cultural development in the form of neglect content, ignoring the localization, so strengthening the corporate culture without delay. To survive and grow, SMEs must form a unique corporate culture. Business leaders should be shared by the majority of the values ​​and philosophy of education staff, to form a unified system of values ​​and codes of conduct.

Third, the small and medium enterprises should fully understand the corporate culture of the "chain effect"
The development of corporate culture from the last century, it has been more mature, but the localization is still a long way to go on the last business culture only in the large enterprise to be valued; is now recognized that SMEs culture is necessary. SMEs should pay attention to corporate culture of the "chain effect", ie the development of corporate culture can drive corporate human resources, external publicity and future strategy development.

(A company's internal culture penetration - driven human resources
Enterprise management should be people-oriented. By the humanistic impact of the past, machinery and equipment for the center was changed to human-centered. The modern theory of corporate culture to promote a people-oriented corporate culture, so that corporate values ​​deeply rooted in the management necessary to man the starting point to inspire and mobilize people's enthusiasm, initiative and creativity to shape employee sense of ownership, so that employees and businesses formed a "community of destiny." mature corporate culture through a direct effect on people's thinking, as facilitated the work of human resources, such as for staff in the unconscious to meet the business to his attention, work hard and happy, concentrate hard work, outstanding performance, greater satisfaction, creating a virtuous cycle, from enterprises to establish the first day, put the employees in an important position to help improve labor relationship.

(Two companies of foreign culture to promote - promote corporate publicity
Good corporate culture is based on the history of business development, operational characteristics, condensed out of the spirit. Good corporate culture can enhance the external image. Culture can be used as the carrier of corporate outreach, to achieve brand communication, corporate culture that is refined to form the brand image, to show core values, vision, mental outlook.

Outreach to the corporate culture as the carrier, to meet some of the business culture of "utility" mindset. Culture building purposes is to maximize the interests of enterprises, but realization of the benefits will not be immediate. SMEs can not put aside the pursuit of immediate long-term interests, they need to survive, based on the best of its ability to implement cultural construction, business services as soon as possible so that one hand, unite the people by the corporate culture, enhance the soft power on the other hand,. Note that in the enterprise and culture advocacy role at the same time, we should combine long-term and immediate interests.

(C company's future strategic direction - to promote the development of rolling
Future strategy of the enterprise's lifeline, it is deciding to. Strategies according to the actual building of enterprise culture in the concise corporate culture requires a combination of internal and external environment into the "development factor." Advancing with the corporate culture for business inject new vitality to guide corporate strategy development, strategic adjustments. For SMEs, even if affected by the external environment, bad management, but also from corporate culture to get uphold and improve the strength, constantly adjusting tactics to enable enterprises to overcome adversity, get new development.

References:
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[2] Sun Jing, Zheng Linna. On the newly created small and medium enterprises how to build corporate culture [J]. Enterprises observation .2010.

[3] Cuiyuan Li, Dong Ruixing. On the small and medium enterprises how to build their own corporate culture [J]. Reform and opening-.2010 (7) Links to free download http://www.hi138.com