Corporate culture is a common belief, value and common way of behavior formed in the process of organizational development. Corporate culture is the company's soft power, which plays an important role in business management, and corporate culture has a strong appeal to each employee, which can guide employees' thoughts and behaviors to achieve corporate goals.
The three-level model of Schein culture
Known as the "father of corporate culture", Edgar H Schein is a professor at MIT Sloan School in the United States, in the field of organizational culture, he pioneered the concept of the essence of culture, analyzed the constituent factors of culture, and believed that culture is composed of the following three levels of interaction:
1. Material layer: the surface layer of culture, easy to observe but difficult to describe;
2. Values and guidelines: including corporate strategy, development concept, business principles, etc.;
3. Underlying basic assumptions: The innermost layer of culture is hidden and not easy to explore, and all kinds of beliefs, concepts and perceptions that are taken for granted and subconsciously perceived.
This model is also a tool often used by many enterprises in the construction of corporate culture, which is generally deduced into three aspects: material layer, institutional layer and spiritual layer
Material layer: visible and sensible, it is a visual stimulus, including the company's logo, decoration style, product packaging, advertising style, internal magazine, slogan, etc. For example, Huawei's ballet foot propaganda ** gives people a strong visual impact, which will remind people of Huawei's hard work to achieve the current greatness.
Institutional level: It is the stimulation of behavior, including basic policies, management principles and employee code of conduct. Such as China Merchants Bank's Qingfeng culture:
Spiritual layer: It is the stimulation of the organizational concept, including the corporate mission, corporate vision, core values and enterprise spirit.
Denison's Organizational Culture Model
Daniel, a renowned professor at the International School of Management in Lausanne, Switzerland. Denison, after studying more than 1,500 sample companies, pointed out that adaptability, mission, participation and consistency, these four cultural characteristics have a significant impact on the business development of an organization.
The two dimensions of adaptability and mission are the degree to which the organization pays attention to the outside, which reflects whether the enterprise adapts to the changes in the external economic, political, and social environment and makes corresponding changes and adjustments in a timely manner.
Alignment and employee engagement reflect the degree to which an organization is internally focused, and it requires the ability to dynamically integrate internal systems, structures, and processes to meet organizational goals.
Quinn's Organizational Culture Assessmenttools
The competitive cultural value model, abbreviated as OCAI, developed in 1988 by Quinn, an American expert in organizational behavior.
The model classifies the corporate culture indicators according to the two dimensions of internal and external orientation and control authorization, and finally forms four basic value models.
1. Affinity type.
The working atmosphere is friendly, focusing on the emotional connection between the company and employees, and creating a sense of home. Care about employees, most of them rely on self-motivation and have a strong sense of belonging.
2. Innovative.
The working atmosphere is dynamic, entrepreneurial and adventurous. The company is very flexible in responding to external markets, company leaders are often seen as risk-takers, and the company encourages the individual creativity and freedom of employees.
3. Orderly.
The management is standardized, the level is clear, the system is emphasized, and no one dares to call the shots about things outside the system. The focus of management is to ensure the stability and predictability of the employment relationship of employees. The company emphasizes the maintenance of internal links under the premise of stability and control.
4. Competitive.
The working atmosphere is results-oriented, the employees are highly competitive and goal-oriented, and the company's long-term goal is to win the competition and achieve the planned goals. Company leaders are strong competitors. The company emphasizes competition in the external market under the premise of stability and control.
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