List of high-quality authors Course background: third-rate enterprise management, second-rate enterprise management, first-class enterprise management, excellent enterprise management culture, although this statement does not necessarily apply to all enterprises, but it must be applicable to outstanding or hope excellent companies.
The competition between excellent enterprises is ultimately the power of culture (values).
The underlying logic of corporate culture is "habit", the middle logic is "atmosphere", and the high-level logic is "road".
When entrepreneurs and their senior teams who are deeply influenced by traditional Chinese culture have clarified the four questions of "which direction the enterprise will go", "how far they hope to go", "who they plan to go with" and "how to go", the "road" of enterprise development will become firm and powerful. Then, with the efforts of entrepreneurs and executives, enterprises can form a good working "atmosphere" and development platform, and cultivate the work "habits" that employees can adhere to under the guidance of such an atmosphere, so that the enterprise can develop steadily and continue to succeed.
Corporate culture management, strategic management, and performance management are the three troikas of enterprise success, all of which are indispensable.
Tai Chi gives birth to two instruments, Tao gives birth to one, one life gives birth to two, two gives birth to three, and three gives birth to all things. The strategy in the enterprise is Tai Chi, which is one;The corporate culture and performance management play a role in the process of enterprise management, which is one yin and one yang, which is two. As middle and senior managers of the enterprise, we must grasp this balance approach, and make full use of the rigidity of performance management and the flexibility of corporate culture to build efficient team execution.
This course can help entrepreneurs and middle and senior managers, under the guidance of the wisdom of Chinese culture and the advanced management concepts of Europe and the United States, to correctly understand the relationship between strategic management, performance management and corporate culture, as well as the characteristics, roles, classifications, stratifications, connotations, key influencing factors and construction paths of corporate culture, and to have a clear direction and more method choices when designing their own company's corporate culture, so as to construct a "usable" and "effective" with the characteristics of Chinese enterprises and implement it to help enterprises develop faster and better.
Course Benefits:
Based on the management philosophy of outstanding companies in Europe and the United States, as well as the relevant contents of Legalism, Taoism, Confucianism and Bingjia, the three-dimensional cognitive system (habits, atmosphere, and path) of corporate culture is constructed, and the path of corporate culture is grasped.
In 13 original books, he shared the original model of "4S corporate culture", and helped students build a high-dimensional cognition of corporate culture management with the help of a large number of cases.
Based on the principles and paths of seven categories of corporate culture construction sorted out by the teacher, it helps students master specific corporate culture design methods, including corporate mission, corporate vision, corporate purpose, core values, enterprise spirit, corporate philosophy and basic work philosophy.
Share the corporate culture cases of 41 outstanding companies in Europe and the United States, the corporate culture concepts of 18 top Chinese companies, and the corporate culture design content of 18 companies original by teachers.
Understand the interaction between performance management and corporate culture, and grasp the basic path of how to use performance management to influence corporate culture.
Learn to identify the differences between spiritual culture, representational culture, subculture, and generative culture, as well as their construction paths.
Course Highlights:
Easy to understand, pay attention to actual combat. ——During the teaching period, a large number of cases of various types of enterprises in developed countries in Europe and the United States, cases of outstanding companies in China, and cases of corporate culture consulting projects designed by the instructors will be used to help students broaden their horizons and improve their pattern.
Consultation with the micro-school. The most important feature of this course is that it is "not only teaching them to fish, but also teaching them to fish". During the two-day course, it can help students master the path and method of corporate culture design, and help customer enterprises to design their own company's corporate culture.
Pursue originality and enhance cognition. The main methods, tools and models taught in this course, as well as the key cases, are original. The concepts, methods, and cases used during the course are based on 13 books published by the instructors and the experience gained from the relevant management consulting projects.
Diversified integration, three-dimensional promotion. Strong interaction, big picture, and fun are another feature of this course, which allows students to improve their cognition in a relaxed and happy way, and get practical application methods.
Course Duration:2 days, 6 hours a day.
Course Audience:Middle and senior managers of enterprises.
Course Method:Knowledge teaching + on-site discussion + case analysis + game interaction.
Course content support book (by Li Wenming):
Taoist Management", "Six Tao and Three Strategic Management", "Research on 4S Corporate Culture and 7P Performance Management and Its Interactive Impact".
Research on the Corporate Culture of Outstanding Companies in the United States, and Research on the Corporate Culture of Outstanding British Companies
Research on Corporate Culture of Outstanding Canadian Companies" and "Research on Corporate Culture of Outstanding Australian Companies".
Research on Corporate Culture and Business Model - Dialogue with American Small and Medium-sized Entrepreneurs" and "Enterprise Integrated Management System".
Strategic Evaluation", "Beginning: Twelve Treatises on Enterprises", "Research on the Harmonious Integration of High-level Teams of China's Large Private Enterprises".
Course outline
Lecture 1: The Troika of Business Management and Its Relationship Analysis
1.Troika.
2.Strategic management, performance management, and corporate culture are indispensable for the work of enterprise management.
3.Extended version: three carriages managed by the enterprise.
The relationship between strategic management and performance management
1) Strategic management is top-down performance management.
2) Performance management is bottom-up strategic management.
The relationship between strategic management and corporate culture
1) The mission and vision of the enterprise is the long-term strategic planning of an enterprise and the long-term strategic goal of an enterprise.
2) Corporate culture can help implement the strategy.
6.The relationship between performance management and corporate culture.
Case:Baobo Group, De Groat.
Lecture 2: Go deep into the soul of the enterprise - correctly recognize the corporate culture
First, based on Legalist thought to recognize corporate culture - habits
Utterance of Han Feizi:Things are in all directions, and they should be in **.
Management Wisdom:Timely decision-making, rapid execution, teamwork, clear rewards and punishments.
1.Corporate culture is habits.
2.Talking about corporate culture without humanity is empty talk.
3.Corporate culture is the work habits of employees.
4.The integration and interaction of performance management and corporate culture.
Second, based on the "Lu's Spring and Autumn Period" to recognize the corporate culture - atmosphere
Corporate culture is the atmosphere
2.Bait incense, bow good, virtue thick;The holy king does not return to him, but to what he does.
Game Interactive:The atmosphere can be created at any time.
Third, based on Taoist ideology to recognize corporate culture - road
1.Corporate culture is the way.
2.Path: Four questions that corporate culture needs to answer (where to go;How far to go;Who to go with;How to go)
Case Study:Haier Smart Home.
Case Study:Mengniu Group.
3.Unite people's hearts with culture, control human nature with systems, and achieve life with brands.
4.Analysis of the application of Taoist elephant intangibility in modern corporate culture.
Fourth, the importance and role of corporate culture
The management sequence of "enterprise, people, things and capital".
First, third-rate enterprises attach importance to capital management.
Second, second-rate enterprises attach importance to affairs management.
Third: first-class enterprises attach importance to human resource management.
Fourth: excellent enterprises attach importance to corporate culture management.
The two major roles of corporate culture
Role 1: Externally - promote the company's business philosophy, development pursuit, and cooperation attitude.
Role 2: Internal - guide employees' behavioral habits, ideological cognition, and mental state.
Lecture 3: Carefully outline the face of the enterprise - a panoramic display of corporate culture
Analysis:4S corporate culture structure diagram and generalized corporate culture category.
1. The three major types of representational culture
The first type: material appearance culture - at a glance who it (the enterprise) is.
Case:BMW, Mercedes-Benz, Volkswagen, Haier and other enterprises.
The second type: behavioral representation culture - how to see it (the company) at a glance.
Case:Shengdong company, Meichen company.
The third type: the appearance culture of the enterprise system - whether it is okay to see through it (the enterprise) at a glance.
Case:Baobo Group.
2. The six elements of spiritual culture
Element 1: Corporate mission - positioning, philosophy, cognition.
Element 2: Corporate Vision - Ideals, Dreams, Blueprints.
Element 3: Enterprise purpose - employees, customers, businessmen, shareholders, environment, society.
Element 4: Core values - a sentence of persistence, principles, bottom line.
Element 5: Enterprise spirit - the mental state of employees.
Element 6: Enterprise philosophy - the guiding ideology of the overall work of the enterprise.
3. The content composition of the basic work concept (subculture).
Case:Datong Group, Qingdao Langyatai Group, Baobo Group.
Lecture 4: Shaping the Posture of an Enterprise Perfectly - How to Design and Construct Corporate Culture (Case Study)
First, the mission of the enterprise - the centerstone of enterprise development
Definition of corporate mission:It is the industrial direction of the company's activities, regional positioning, business philosophy, development principles, and long-term pursuit.
Case:Alibaba's corporate mission.
Case:Huawei Group's corporate mission.
1.The role of the corporate mission.
Case Study:Microsoft Corporation's corporate mission.
2.There are four major influencing factors of the company's mission - entrepreneurs, industry attributes, development history, and enterprise characteristics.
3.The content and language of the corporate mission.
Case Study:ExxonMobil Oil Company's corporate mission.
Case Study:Senco Energy's corporate mission.
Three ways to express the company's mission
Method 1: Altruistic thinking.
Method 2: Value thinking.
Method 3: Excellence in thinking.
Case Study:Qingdao Langyatai Group corporate mission.
Case Study:The corporate mission of Zhenshi Group.
Case Study:The corporate mission of Maibuck Technology Information Company.
Case Study:Qingdao Xinguang is the first corporate mission.
Case Study:Wanwan Xiang Noodle Restaurant's corporate mission.
Case Study:Xiongfeng Industrial Mission.
Case Study:The corporate mission of China's outstanding companies - Midea Group, Sany Group, Gree Group ......
Second, the corporate vision - the compass of enterprise development
Case Study:ExxonMobil Petroleum's corporate vision.
One of the design ideas informs the two parties (the outside world, the employees) of the ultimate goal pursued by the enterprise.
Case Study:Senco Energy's corporate vision.
Case Study:JP Morgan Corporate Vision.
The second design idea is to closely follow the characteristics of the industry, reflect the characteristics of the company, and grasp the pursuit of the enterprise.
Case Study:Chase Group's corporate vision.
Case Study:The corporate vision of Maibuck Technology Information Company.
The third design idea is to say that it can be done.
Case Study:Qingdao Xinguang is steel structure *** corporate vision.
Case Study:Qingdao Langyatai Group corporate vision.
Case Study:Wanwan fragrant noodle restaurant corporate vision.
Case Study:Xiongfeng Industrial Vision.
Design idea 4 - don't say fake big empty words.
Case Study:Comparison and reference of the corporate vision description of China's outstanding companies: the corporate vision of JD.com and other enterprises.
Description of the overall pattern of enterprise development:The difference and connection between corporate mission, corporate vision, and corporate values.
Third, the purpose of the enterprise - the development of the enterprise fellow travelers
1.Wrong perception and correct understanding of the purpose of the enterprise.
There are six relationships that need to be dealt with in the purpose of the enterprise
Relationship 1: Employees - the first or second design.
Relationship 2: Customer - Chain of Trust.
Relationship 3: Shareholders - internal and external integration.
Relationship 4: ** business - value chain.
Relationship 5: Community - Humanistic environment creation.
Relationship 6: Environment - Corporate Social Responsibility and Development Resources.
Case Study:ExxonMobil Petroleum's corporate purpose.
Discuss:How to design a company's corporate purpose.
Fourth, the core values of the enterprise - the backbone of enterprise development
1.Correctly recognize core values.
2.The three principles of core values design (only one, non-negotiable, and memorized at a glance).
3.Core values design direction - the development of the bottom line, the development of principles, and the belief of co-observance.
Case Study:Verizon's Core Values.
Case Study:The core values of the Boeing Company.
Discuss:How to design a company's core values.
Case Study of Core Values of Outstanding Companies in China:Jingdong two wings "T" shaped cultural valuesThe core values of Muyuan Food.
Fifth, the spirit of enterprise - the power source of enterprise development
1.The difference between enterprise spirit and corporate philosophy.
Enterprise spirit:The mental state of the employees in the process of work.
Corporate philosophy:Principles used to guide the employees of the enterprise to carry out their work effectively.
2.Similarities and differences between enterprise spirit and values.
Different:Values encompass all aspects of the spirit of the enterprise and the corporate philosophy.
Same as:Enterprise spirit is part of the values.
Discuss:Why are there no entrepreneurial spirits in European and American countries?
Discuss:How to design a company's entrepreneurial spirit.
Case Study of Core Values of Outstanding Companies in China:The enterprise spirit of Gree Group and the enterprise spirit of China State Construction Group.
Sixth, the corporate philosophy - the catalyst for the development of the enterprise
Case Study:Mengniu Group's corporate philosophy.
1.The difference between a corporate philosophy and a basic work philosophy – only one and many.
2.The four major concepts that outstanding companies in Western countries are most concerned about - people, diversity, innovation and development, and strategic development.
Discuss:How to design a company's corporate philosophy.
Case Study of Core Values of Outstanding Companies in China:Evergrande Group's corporate philosophy, Sany Group's corporate philosophy.
Seventh, the basic work concept - the paving stone of enterprise development
Import:What is the basic working philosophy.
Discuss:How many basic work concepts should a company design?
Case Study:Detailed explanation of the ten basic work concepts of Chase Group.
Case Study:Detailed explanation of the ten basic work concepts of Qingdao Langyatai Group.
Case Study:Qingdao Baobo Group's 15 basic work concepts are explained in detail.
8. The design of behavioral culture and the implementation of corporate culture
1.Home culture.
2.Campus culture.
3.Military culture.
9. The design and implementation of the visual identity system (material representation culture).
1.Externalization in form: corporate image, product image, team image.
2.Internalize in the heart: common beliefs, common ideas, common culture.
3.Creation in the environment: the environment educates people, the culture nourishes the heart, and the story is touching.
Lecture 5: Launch the design of the company's beautiful business card - corporate culture manual
OneThe four major functions of the corporate culture manual
Role 1: Let customers and businessmen quickly recognize the enterprise.
Role 2: Let the visitors help promote the company.
Role 3: Let the old employees and the enterprise at the same frequency.
Role 3: Allow new employees to quickly integrate into the company.
Second, the ten contents of the corporate culture manual
1.Company Profile.
2.Enterprise mission (enterprise positioning, enterprise pursuit).
3.Corporate Vision & Corporate Strategy.
4.Corporate purpose (definition of six relationships).
5.Core Values.
6.Enterprise spirit:
7.Corporate philosophy:
8.Basic work philosophy (10 to 15).
9.Employee Code of Conduct and Behavior Culture.
10.The core business of the enterprise.
Case Study:Corporate Culture Manual - Electronic version of the corporate culture manual of Maibuck Information Technology Company.
Post-class summary and review