On issues related to corporate culture, new thinking

Paper Keywords: corporate Culture change activities and innovative mechanisms
Abstract: Corporate Culture is the soul of an enterprise, successful companies must have a strong corporate Culture as a support, today we are facing increasingly fierce global competition, companies not only in technology, products, markets, capital and other aspects of competition, but also to the formation of a competitive cultural advantages, and continuously through the absorption and integration, enabling organizations to enhance the system and modified to adapt to a more complex competitive environment and achieve sustainable development.


First, an extension of the connotation of enterprise Culture
Corporate Culture is after a long period of screening, induction, accumulation, and finally become an organizational climate within the constraints of dealing with people, so it has strong stability, easy to change. Many management experts agree that, in general, when people discussion of corporate culture, referring to an individual within the organization enjoyed by the subjectivity of culture such as Stock and McDermott that corporate culture is the employee to take a group of obscure the basic hypothesis, values ​​and ideas, and very stable and easy to change, Leisen, who also believes that corporate culture is the values ​​and beliefs shared by everyone to help individuals understand the operation of the organization, but also provide the individual norms within the enterprise, Matins is that corporate culture is the organization's unique characteristics, decision-making process through with the rules and regulations established and emerging, it represents a basic hypothesis, because the history of working well within the organization has been accepted as a specific cultural beliefs out. These hypotheses are reflected in the interaction process, and the attitudes and behavior.

Integration of corporate culture's expression, that, within the corporate culture has turned into a formal organizational structure and management style, we can also dominant and recessive two levels to examine the cultural characteristics of enterprises, the dominant level is through the direct observation of the way to understand the nature of corporate culture, including buildings, dress, interpersonal process, rules, stories, language and ritual, or from members of the organization's identity, to strengthen the team level, people thought, the unit integration, control, risk tolerance, incentive systems, performance-oriented and organizational level of adaptability to the external environment and other factors into consideration, enterprises have the cultural tendencies are, and the hidden dimension is directly from the observation that can not understand the nature of corporate culture factors, including staff shared values, norms, beliefs, and the hearts of all the members implant behavior hypothesis, which must be ground, the actual communication with the staff to work them to realize the behavior and attitudes of members of cultural assumptions.

Second, the type of culture and change activities
Different types of corporate cultures under members of the organization, both in decision-making, work attitudes and behavior norms have different requirements and standards of these effects fully reflect the characteristics of individual members in the organization, may allow the fuzzy degree of functional design and culture other level, and thus job satisfaction of employees and self-expectations for future work have a significant effect. Harris also believes that cultural influences will be reflected in the personal management style, such as program decision making, risk and competitive attitude, and the trail to get along with colleagues, he was more American companies and Japanese companies management style differences, the proposed a bureaucratic, technical and management three cultural types. Williams is further on the corporate culture of the people, people and groups and communities and the effectiveness of the interaction between the study found that if the organization's employees and corporate culture, team behavior found The values, beliefs, or contrary to the basic assumptions, will lead to cooperation on conflict confrontation, because it will challenge the company has long been implanted in the hearts of the members a sense of trust and solidarity. Therefore, companies want to promote some of the new management strategy to the existing organization, you must first examine the type of culture, and to design appropriate import policy.

Many scholars have pointed out that in promoting a variety of business process reengineering and change events, the type of corporate culture is a very important confounding factors, such as Jassawalla and Sashittal study pointed out that members share basic values ​​and beliefs will shape a of unique cultural atmosphere, it will work attitudes and staff together with the code of conduct deep, like a fixed frame of reference, which in new product development strategy will have a significant impact and Ruppel and Harrington's research that, on the surface, building corporate culture of the organization's direct benefit is not high, but it is definitely a long-term targets.

Ruppel and Harrington in the study, further transformation of the organization face when members change their values ​​and beliefs of the degree of difficulty, and the organization's sensitivity to changes in the external environment is divided into four different cultural types, namely: the development of cultural , rational culture, culture and team culture level four in their view, the development of cultural transformation under the organization the flexibility to face high changes in the external environment is also very high sensitivity, members believe that change is the law to maintain the success of the organization, rational cultural organizations under a transformation of the elasticity is low, but high sensitivity to changes in the external environment, the organization's existing structure showing the effect of a high-cohesion, through the existing organizational structure to respond to environmental challenges, the next block-level cultural a transformation of the elasticity is low, the sensitivity of changes in the external environment is also very low. the environment as an organization does not significantly affect the operating results of the factor, the major responsibility of managers is to emphasize performance, emphasizing the regularization of the content of the work, the team cultural organizations under a transformation of the high flexibility, sensitivity to changes in the external environment is very low, organizations to focus on the existing well-run organization heartache, will not easily change, but to encourage cooperation between the employees. Share on free download http://www.hi138.com Third, corporate culture and innovative mechanisms
With the changing times, companies require to survive, is bound to continue to pursue progress and innovation, innovative mechanisms must be strong enough in order to have chances of success. This means that organizations must be able to quickly adapt to external changes in the environment, and through information technology to enhance the ability to integrate internal and external resources, which is called dynamic capabilities, said.

Matsuno for corporate culture, market share and new products into the / recovery relationship between the findings show that when the organization more centralized organizational structures tend to, because the market is imported cultural traits are suppressed, making the market share and new Product cost / recovery will be significantly decreased, but in 2002, Harris and Ogbonna's research indicates that this type of culture can also be through open leadership style and effectiveness of reducing the negative effects of its operations in Jassawalla and Sashittal2002 years corporate culture of the organization for new product innovation strategies and the effectiveness of the study, is further from the corporate culture of dominant and recessive two dimensions of innovation-oriented mechanisms:
Ruppel and Harrington further that from the non-observable level, the organization's values ​​and beliefs implicit tendency to be open, honest and sincere personality, from the observable level, the behavior of the dominant characterization of the organization must complete and sound licensing system, so that members can have full confidence in the feeling of being superior, and can be self-motivated to construct knowledge sharing and exchange of basic assumptions, and strengthen their knowledge capacity and market sensitivity, so they change from members of the values ​​and beliefs flexibility, and organizational changes in the external environment, the sensitivity of the culture divided into four different types, according to research confirmed that the managers believe that the higher the flexibility of organizational change, innovation and improvement of the overall more helpful.

From the above analysis shows that innovation is the mechanism within the organization authorization system, the extent of employee participation in decision making, members of the higher level of trust, teamwork and harmonious degree, and organizational changes in the sensitivity of the external environment and other issues of integration, from the enterprise factors outside the dominant culture's perspective, it is reflected in the staff autonomy, the degree of centralized organization, teamwork and knowledge sharing on issues such as extent, from the perspective of the hidden factors, it hides in the organization to pursue the determination of the victory, the higher the trust of employees, members or the organization's sensitivity to the external environment and within the personality traits of their employees.

Fourth, the corporate culture and leadership style
Attention to corporate culture, innovative mechanisms to be increasing emphasis on the development of the organization, but you need to be a leader in how to implement the full commitment and perseverance from the perspective of management theory, leadership capabilities of managers to use the most artistic of the indicators, it is that affects the power of others, the integration of authority, respect and trust and other factors. Roger1995 years that the leader's personality to change attitudes, reactions and behavior will affect the effectiveness of diffusion of innovation within the organization, this time embodied in the organization of centralized degree, the degree of formalization, the flow of internal information, the attitude of investment resources, in addition, the leader in connective tissue within the external environment such as the openness of the members will look at shaping the behavior of indicators of change, so from the perspective of the team point of view, leadership is through words and deeds of members of the influence to guide the direction of members to make concerted efforts to go to the target process.

Based on the above discussion and induction, we believe that managers win their positive attitude to innovation, in the face of internal and external environment changes, can also be an open, interactive and learning attitude to face, to allow themselves to be in the field the leader, but also can play in the organization their entrepreneurship, to encourage members can be creative and try not afraid to fail, thus creating an open leadership style so-called leadership style refers to the managers motivate subordinates and coordinate members of the attitudes and practices, to choose the most effective communication channels to resolve conflicts between members, with the ultimate aim is to inspire and guide employee behavior toward organizational goals of the direction so-called open innovation is to emphasize the manager itself a positive win attitude, and constantly absorb new knowledge of the spirit of learning, in the face of internal and external environment changes, to an open, interactive and learning to adjust their attitude.

Finally, it must be noted that we think of corporate culture is open, it will be a summary of previous experience and continue to explore and amendment process for issues related to continuous in-depth study will continue.

References:
[1] Wang Chengrong, Zhou JB. Culture Studies [M]. Beijing: Economic Management Press, 2007. Links to free download http://www.hi138.com