Five rules of mainstream Chinese and Japanese enterprise culture

Five rules of mainstream Chinese Enterprise Culture

1) loyalty to direct superiors is very important
The foundation of Chinese culture is the family culture. We are not as good as a small family. We have accumulated thousands of years of experience in social morality and private morality. The competition among factions in the company is mostly in the form of competition among small circles. On the surface, loyalty is the foundation of standing, while ignorance and loyalty are the source of failure.

2) choosing a career is better than choosing a boss.
Most enterprises are short-lived. Developing comprehensive professional competence and good personal reputation is the best way to increase their value. Only genuine bosses can provide such opportunities.

3) layers and experts
The trend of state-owned enterprises for large private enterprises in China reflects the growing process of enterprises. senior leaders of enterprises consume more and more distance in political attention and become more and more specialized. It is a common phenomenon to use people.

4) One person, two people, and three people contribute to the table
Rules are broken through every day, and professional ethics is becoming increasingly indifferent. The details are the boss's business, and all of them are the "sign crazy" of the boss of Wahaha, which is a great success.

5) the speed of private desire expansion far exceeds the speed of Enterprise Development
Big cleaning and collective job-hopping are common.

Hidden Rules in Japanese mainstream corporate culture.

Potential Rule 1: the primary criterion for evaluating employees is corporate loyalty. Personal Ability and cooperation consciousness are not unimportant, but the weight in the evaluation system is lower than the former. The elites in the Chinese business world are keen on building different companies in their resumes. It seems that the more bosses and companies they have fired, the more personal abilities they have. In the eyes of white-collar workers in Japan, this is just a taboo in their career. Although the permanent employment system has been abolished in name, there are still many people who choose from the end. Many companies also choose not to take the initiative to cut off employees as a basic principle. If the employees are really bad, you can transmit the information without raising the salary. Job hopping is not impossible, but not too frequent, and a convincing reason should be given for the next application. In the eyes of Japanese entrepreneurs, it is absolutely not trustworthy for a person who has abandoned the performance of his company.

Potential Rule 2: to develop in an enterprise for a long term, it is the best strategy to stay stable in the middle. This rule is especially suitable for college graduates who are new to the workplace. To develop in a Japanese company for a long time, you must be patient. In the subconscious of many Japanese, "not lagging behind others" is the best state. If a person is overly keen on self-expression, he will not only lead to resentment and resistance from his colleagues, but also feel threatened by the boss, which will be relentlessly suppressed. The Chinese philosophy of "Mu Xiuyu Lin, Feng Zhizhi" also applies to Japanese enterprises.

Potential Rule 3: it is easy to use and difficult to use. When new people enter the company, they often do trivial and meticulous work. Many people feel bored and boring. In fact, this is the first step for the management to test employees. After the pass, especially in some small and medium-sized enterprises, the management layer often gives employees great freedom to let them do an important thing, in this way, we can examine an employee's ability to cope with pressure, integrate various resources, and coordinate various aspects of the relationship. Once the employee passes this test, it may be reused. Otherwise, it will be labeled as unusable. This approach, from the success or failure of each task, determines whether or not the next task is assigned to a specific employee. It seems unreasonable not to give the employee a second chance to make a mistake, in fact, employees are required to concentrate on each task, which helps improve the company's efficiency.

Rule 4 is not the first innovation, but the details are the ultimate. According to economic terms, Japanese entrepreneurs are mostly risk-averse people who are unwilling to pay high-risk costs for innovation. But what Japanese enterprises respect is that they have minimized imitation latency. It is often not long before European and American enterprises develop new technologies. Japanese enterprises purchase them with huge investment, digest and absorb them in a very short period of time, and then use the world's leading technology to quickly produce finished products, in addition, its products are always superior to competitors in Europe and America in terms of quality and price. By extension, Japanese enterprises tend to suffer from poor development in the case of elites with great talents but few details. The reason is that the employees are used to examining employee performance from details. The so-called "Devil in details ".

Potential Rule 5: Women are still difficult to reuse. Women are still at the top of Japanese business and political circles. Most Japanese men and women insist that women resign after marriage to take care of their families. In Japan, strong women are more derogatory words. It is said that Japanese female graduates will still work hard to find a job when they are employed, but not for the purpose of career and money, but for the treasure of gold. Because once you find a good langjun, you can stop working once and for all after marriage?