吕国博士 | 企业文化建设在企业管理中的必要性

现代企业管理课程的学习，能使我们对“管理”进行更清楚的认识，同时，通过对案例的分析，使我们具体了解到，如何领导下属，管理下属，成为一名合格的领导者;如何处理自己与领导的关系;如何处理好自己与工作的关系;如何做事，如何做人等。我个人觉得现代企业管理最主要的，包括几个关键字，管理与决策者、企业文化、经营策略与战略，自己独特的商业模式。

The study of modern business management courses helps us gain a clearer understanding of “management.” Through case analysis, we learn how to lead and manage subordinates, become competent leaders, handle relationships with superiors, balance work-life relationships, and learn how to conduct ourselves professionally. In my opinion, the key elements of modern business management include management and decision-makers, corporate culture, business strategy and tactics, and developing unique business models.

“管理”，顾名思义，指的是通过计划、组织、指挥、协调、控制及创新等手段，结合人力、物力、财力、信息等资源，以期高效的达到组织目标的过程。管理的主体是管理者，也是管理活动的发起者与执行者。作为一名合格的管理者，则必须要有高于下属水平的素质，包括知识素质，品德素质，基本技能及体能素质，同时，具备个人的能力，包括与下属的沟通能力及表达能力，分析及解决问题的能力，应变能力等等，具备独特的个人魅力，成为企业的核心人物以及精神上的支柱。

“Management,” as the name suggests, refers to the process of planning, organizing, directing, coordinating, controlling, and innovating, while combining resources such as human, material, financial, and information, in order to efficiently achieve organizational goals. The subject of management is the manager, who is both the initiator and executor of management activities. To be a competent manager, one must possess qualities that are superior to subordinates, including knowledge, moral character, basic skills, and physical fitness. Additionally, they must have personal abilities such as communication and expression skills with subordinates, problem analysis and solving skills, adaptability, and unique personal charisma, becoming a key figure and a spiritual pillar in the enterprise.

与乌干达政府谈判现场吕国博士与总统的律师威廉姆（左二）20130805_160422

一、企业文化建设在企业管理中的必要性

  企业文化建设在当今企业管理中的地位是极其显要的，它的必要性主要表现在以下几个方面：

The position of corporate culture construction in today’s business management is extremely important, and its necessity is mainly manifested in the following aspects:

1.凝聚人才力量的必需 The necessity of corporate culture construction lies in its ability to harness the power of talent.

企业要获得进一步发展，人才资源是不可或缺的。当今世界中赫赫有名的大企业，都有强硬的文化品牌，这成为吸引人才的一大优势。优秀的人才在选择应聘的公司时，除了要考虑薪资待遇问题，长远一些要考虑自身的发展潜力与企业的潜力。

Large enterprises often have strong cultural branding, which becomes a major advantage in attracting talent. When outstanding talents consider applying to a company, they not only consider salary and benefits but also evaluate the potential for their own development and the potential of the company in the long run.

其中，自身的发展潜力是指自身的优势能否与企业的价值观念相一致，个人的工作方式与习惯以及擅长的方面是否与企业的行为方式和价值体系相合拍;对于企业而言，优秀人才的这些考量恰好是他们选拔人才的重要依据。可见，企业文化的建设是需要花费很大心力来使其系统化，条理化的。有一个明确的文化目标与相应的体系，可以使外界更好的了解企业，文化品牌已成为企业与社会沟通的一种方式。比如，著名企业海尔，多年以来形成了以“创新”为核心的文化价值体系，吸引了众多的人才为企业效力。

Among them, the potential for personal development refers to whether one’s strengths align with the values of the company, whether their work style and habits, as well as areas of expertise, are in line with the company’s behavior and value system. For companies, these considerations of outstanding talent happen to be important criteria for talent selection. It can be seen that the construction of corporate culture requires great effort to make it systematic and organized. Having a clear cultural goal and corresponding system can enable the outside world to better understand the company. Cultural branding has become a way for companies to communicate with society. For example, the well-known company Haier has established a cultural value system centered around “innovation” for many years, which has attracted numerous talents to work for the company.

2.激励企业员工的精神领袖

企业文化对于员工的影响是潜移默化的，深远持久的。在员工与企业长期的磨合中，必会受其文化的感染，逐渐形成一种归属感和责任感，并遵循企业的行为方式和价值理念，有利于企业的管理。企业文化就如同一面旗帜，指引着员工的行为准则，提醒他们作为该企业的员工，要以身作则，设身处地地维护企业的名誉。同时，企业文化还满足了员工的精神需求，加强了企业内部的凝聚力。一个凝聚力极其强大的公司，在市场竞争中才会更占优势。

The impact of corporate culture on employees is subtle, profound, and long-lasting. In the long-term interaction between employees and the company, they will inevitably be influenced by its culture, gradually developing a sense of belonging and responsibility, and following the company’s behavior and values. This is beneficial for effective management within the company. Corporate culture is like a flag that guides employees’ code of conduct, reminding them that as employees of the company, they should lead by example and protect the company’s reputation. Additionally, corporate culture meets the spiritual needs of employees and enhances cohesion within the company. A company with strong cohesion will have a competitive advantage in the market.

3.适应文化管理的新模式

管理学是一门不断深化发展的学科，企业管理经历了经验管理，制度管理向文化管理的过渡。这是一个逐步完善的过程。而当今比较完备的且大力推广的就是文化管理。将价值追求等人文因素融合进企业管理中，使管理更具人性化与科学化。

You are absolutely right. Management science is an evolving discipline, and the field of enterprise management has experienced a transition from experiential management and system management to cultural management. This has been a gradual process of improvement. Currently, one of the most comprehensive and widely promoted approaches is cultural management. By integrating humanistic factors such as values and pursuits into enterprise management, it makes management more humane and scientific. This shift recognizes the importance of organizational culture in shaping behavior, fostering employee engagement, and driving organizational performance. It emphasizes the need to align values, beliefs, and behaviors across the organization to create a positive and productive work environment. Cultural management also recognizes the significance of leadership in shaping and nurturing the desired culture within the organization. By embracing cultural management, companies can create a more inclusive, innovative, and sustainable workplace.

这种为员工着想的人性化管理有利于调动员工的积极性，有利于发掘员工更大的潜力。这是史上任何管理方式都不能比拟的，因为这是企业管理阶层与员工关系最为和谐的一种管理方式。当员工的能力被更大程度的激发，企业的收益一定是递增的。现在的企业管理，提倡人性化，公民的人权意识也越来越强，以牺牲员工利益为代价而获得企业财富的做法，是应该被时代，被企业所摒弃的。

This employee-oriented and humanized management is beneficial for motivating employees and discovering their greater potential. It is unparalleled by any management approach in history, as it fosters the most harmonious relationship between management and employees. When employees’ abilities are maximally stimulated, the profits of the company will undoubtedly increase. Nowadays, business management promotes humanization, and there is a growing awareness of human rights as citizens. The practice of sacrificing employee interests for the sake of company wealth should be abandoned by both the era and the enterprise.

4.世界经济形势的大势所趋

如今，各国之间综合国力的较量，取决于文化软实力。因为文化意识的渗透作用是十分强大的，足以改变人们的价值观念。因此，文化的“占领”，才是终极的“占领”。企业是国家经济中的一个重要组成，重视企业文化建设是国家政策的导向。单纯地获得经济利益已经不再是当今企业的追求，他们追求长远的发展和保持长久的生命力和竞争力，那么，必须靠企业文化建设来打响企业的品牌，从而进行更高层次的竞争。

Today, the competition of comprehensive national strength among countries depends on cultural soft power. The permeating effect of cultural awareness is powerful enough to change people’s values. Therefore, the “occupation” of culture is the ultimate “occupation”. Enterprises are an important component of a country’s economy, and emphasizing the construction of corporate culture is the direction of national policy. Simply obtaining economic benefits is no longer the pursuit of today’s enterprises. They strive for long-term development and maintain long-lasting vitality and competitiveness. In order to establish their brand and engage in higher-level competition, it is to on the construction of corporate culture.

二、企业文化建设在企业管理中的重要性

1.提高企业的知名度和美誉度

企业的知名度与美誉度的提升，不仅在公众心中树立了美好形象，产品受公众青睐，而且还会获得一些投资合作的机会，对公司的发展前途大有裨益。而知名度与美誉度的提升，不仅靠积聚社会财富的丰富程度 长远来看，靠企业文化建设。例如，海尔集团以“海尔兄弟”的文化品牌进行宣传，老少皆知。以“创新”为核心的价值观，高品质的产品和友好的售后服务态度.在管理中都遵循了自己企业的价值观与精神，成为一种信仰，一种追求。

The enhancement of corporate reputation and visibility not only establishes a positive image in the public’s mind and makes products popular among the public, but also creates opportunities for investment and cooperation, which greatly benefits the company’s future development. The improvement of reputation and visibility in the long run relies on the construction of corporate culture, rather than solely on the accumulation of social wealth. For example, Haier Group has gained widespread recognition through its cultural brand of “Haier Brothers”. With innovation as its core value, it offers high-quality products and friendly after-sales service. In its management, Haier Group adheres to its own values and spirit, making it a belief and pursuit.

2.提高企业管理者的管理能力

企业管理者对企业管理实践具有重要作用，追求先进并且与时俱进的管理者会不断进行创新，以合适的行为方式进行管理。而不思进取的管理者只会在落后的管理观念中施行已经过时的管理实践。 企业的文化理念需要全体员工来共同实践，而管理者扮演“领头羊”的角色，企业管理者应该培养浓厚的企业文化意识，从企业文化的角度来实现管理。这样，企业管理者的管理能力提高了，而且与被管理者的关系会更加融洽。

Managers play a crucial role in the practice of corporate management. Managers who pursue advancement and keep up with the times will continuously innovate and manage in appropriate ways. On the other hand, managers who lack initiative will only implement outdated management practices based on obsolete concepts. The cultural values of an enterprise require the collective participation of all employees, with managers playing the role of “leaders”. Therefore, it is important for managers to cultivate a strong awareness of corporate culture and manage from the perspective of corporate culture. This way, not only will the managerial capabilities of the managers improve, but also their relationship with the employees being managed will become more harmonious.

随着管理者“文化意识”的提高，领导者的带头作用势必会影响到下属员工，于是对企业 文化建设形成良好的反作用力，即促 进企业文化建设。

  三、企业文化建设的策略

我们已经认识到企业 管理中进行文化建设的必要性和重要性，那么，重点在于如何进行企业文化建设，提升企业的文化竞争力。下面从以下几个角度进行探究。

1.确立企业的核心价值观

企业文化的核心在于价值观，如同个体一样，价值观始终指导着个体的行为方式和做事态度以及习惯。在企业中，确立核心价值观也就确立了企业的行为规范。企业的整体决策要以此为依据，企业员工的行为也以此作为行动参考。企业上上下下都在这种浓厚的企业文化.气息中收到熏陶，久而久之就会形成统一的步调，对企业的 发展形成稳定的促进作用。

2.调动各阶层的积极性，为企业文化建设献计献策

(1)企业的创始人

一个成功的企业需要企业创始人成功的经营智慧与策略，世界知名的企业都有一位成功的企业家，比如微软有比尔·盖茨，苹果有乔布斯;立足于 经济时代 企业创始人必须高瞻远瞩，提高文化创新意识，在企业文化建设中创新思维，给企业职工一个方向鲜明的引导。注重对企业各个阶层的文化意识的培养，以企业核心价值观为主，建立体系化的企业文化。

(2)企业管理阶层

在企业管理中提倡文化管理的模式，将以核心价值观为主的企业精神与企业理念与管理 实践相结合，渗透到管理的方方面面。作为企业的领跑者，一方面企业管理者应该与企业创始人及时有效地进行沟通，在企业创始人没有充分意识到企业文化的重要性时应当推波助澜，担任“军师”的角色。

另一方面，企业管理者应当与公司员工和谐交流，从职工阶层中听取优秀的企业文化建设的建议与设想，以此激发管理者更好的文化建设思路，并修改，完善。可以管理阶层与职工代表一起采取“头脑风暴”的方法，调动职工的积极性，为企业文化建设献计献策。

对于被采纳的职工的建议，应当实行奖励机制，这有利于鼓舞职工对于企业文化建设的热情。同时，促进了管理阶层与职工阶层的融洽关系，利于日后管理 工作的开展。

(3)职工基层

职工阶层虽在整个企业中处于基层，但是庞大的数量和大量的基本工作都交由这个群体来完成。企业创始人与管理决策阶层都是少数，仅靠他们发挥企业文化的功力是极其有限的。

所以，让企业文化深入职工人心，成为他们行为方式的指导，对于加强企业凝聚力具有重要的作用。一个群体长久受到企业文化的耳濡目染，将会逐渐形成统一的精神面貌，就如同企业的“脸面”，对于提升知名度有很大的意义。职工阶层也应以企业文化建设为己任，为此创新思维，献计献策。   (4)注重创新意识的培养。

创新是一个企业兴旺发达的不竭动力。文化建设中创新很重要，它要求企业文化建设不能生搬硬套，不能盲目模仿。许多文化建设的成功 经验的确可以提供借鉴，但是企业文化建设者不应以此为现成的模板，生搬硬套。

每个企业都有自己不同的发展思路，在长期运作中也有了既定的行为方式和准则，如果拿其他企业的套路直接“上阵”，会造成人力物力的不合理利用甚至浪费，将会给企业带来经济和效益方面的损失。   “画虎不成反类犬”的结果昭示了失败的文化建设之举。因此，文化建设要求结合企业自身的发展状况和特点，创新思维并创新行为方式，形成独特的文化发展思路。