Also talk about the enterprise culture of software companies

Last Saturday, I gave a lecture on the development and case studies of the software company's corporate culture to my colleagues, from the concept, composition, generation and development of corporate culture to the Analysis of Japanese corporate culture cases in the United States and the current situation and inspiration of Chinese corporate culture, it comprehensively presents and analyzes the current situation and problems of software companies' corporate culture.

 

So what is corporate culture? Enterprise culture refers to the value that is recognized and observed by all employees in a series of practical activities of market economy and has enterprise characteristics, the core of corporate culture is the concept of value and the spirit of the enterprise, which must be embodied in specific forms or carriers, such as various management systems, internal and external environments of the enterprise, special enterprise products and services, and various business or caring activities of the enterprise. In the early 1980s S, corporate culture proposed in the United States and Japan that, the Representative book is the "z theory-how the United States meets the challenges of Japan" by William Danes in 1981, the "pursuit of excellence-excellent management classics of American companies" by Peter wman in 1982, and the "Drucker" in 1985 《 innovation and entrepreneurship, enterprise culture was introduced into China in the early 1990s S. The earliest application of enterprise culture should be the "tienren spirit" proposed by Daqing oilfield ". The psychology of enterprise culture is based on Maslow's hierarchy of needs theory. The development process of enterprise management model has gone through the experience management stage (X theory) to the system management stage (y theory ), finally, in the cultural management stage (Z theory), that is, the highest realm of management cannot be ruled out.

 

(For the following content, refer to the information on the Internet.) The United States and Japan represent the developed countries in the East and the West respectively, and their corporate culture is different from the national cultural roots, the corporate culture in the United States is centered on individualism. Employees regard the Enterprise as a place and means to achieve their own goals and personal values, and manage employees with a strict organizational structure and strict rules and regulations, while Japan is a pro-consistent team spirit, corporate goals are highly consistent with individual goals, rights and responsibilities are not clearly defined, and collective decision-making is at ease. The Enterprise Culture of the two countries is people-oriented, with a sense of innovation and adventure, emphasizing customer first, attaching importance to corporate image and having a good competitive atmosphere. At present, Chinese enterprise culture has the following problems: family enterprise culture, focusing on the form of corporate culture, and ignoring the connotation, enterprise culture is separated from enterprise management practices, ignoring the innovation and personality of enterprise culture. Most enterprises in China are still in the experience management and system management stages, or are mixed in two stages. There is no way to talk about the cultural management model. Many enterprises like to shout slogans, "Internationalization", "Chinese Microsoft or Google", and so on, are actually very void and powerless, of course, some of the elite enterprises can do it.

 

 

After talking about these things, I feel empty and uneasy. It seems that cultural things are too far away from us. What small and medium software enterprises in China are concerned about is not cultural issues, but survival issues, in this industry environment where the system is incomplete, regulation is disordered, piracy is rampant, vicious competition, and talent changes change occur, we are impatient and our strategy is in urgent progress, our behavior is fast. Can this produce excellent products and excellent services?

 

Despite this, we strive to do a good job, take responsibility for customers, employees, and shareholders, and create and try corporate culture in the process of continuous development, I hope that I can get back to my company fastersoft. I have been developing for six years and have tried a lot of corporate culture. I would like to share with you some suggestions and suggestions, the optimization of enterprise management system, information management platform, and work environment is not mentioned here. It mainly involves some creative cultural ideas:

(1)Culture creation Hall:It is a Training Instructor composed of senior executives to give lectures and discussions to employees of the company. It is mainly composed of jingsi, minsi, chuangsi, and qisi. jingsi comes from Zhuge Liang's "Yan zishu": "not indifferent to ambition, not peaceful and far-reaching" mainly covers enterprise management, corporate culture, career planning, life thinking, industry dynamics and analysis; minsitang is derived from the Analects of Confucius, Gong yechang, and is "easy to learn, easy to ask". Its main scope is project management, team building, and management case analysis; the main scope of chuangsitang is special technology, architecture design, platform operation, etc, qizang mainly covers PR skills, business etiquette, market dynamics, marketing capabilities, product planning, customer relationship management, and customer service specifications. Since its establishment, the Cultural Hall has been supported by all employees. The company's senior management gives free lectures to employees to comprehensively improve their skills.

(2)Monthly theme culture wall:The theme is updated every January, and graphic displays are carried out around the theme of the current month. The content is colorful, healthy and up-to-date, and the theme scope is unlimited. It can be current events, music, movies, and reading, the pursuit of a wider vision and the exploration of more unknown knowledge reflect the characteristics of innovation, youth, and vitality.

(3)Brainstorming sessions:It is held every two months and is chaired by the general manager of the company. The grass-roots personnel, development managers, project managers, and department managers participate in the conference at a rate, storm content can include the company's management, development, social hotspots, industry conditions, and so on.

(4)Enterprise annual publication "poster":A one-year publication is offered to employees and customers for free reading, including the company's annual development, employee activities, and various articles contributed by employees. It is a platform for internal communication and external promotion of enterprises.

(5)One or four small activity systems:"One big" refers to a one-year large-scale event for all employees of the company. It aims to make the overall atmosphere of the company active and improve the sense of belonging of employees; "Four small" means that the company holds special activities every quarter of every year. Each activity corresponds to the unique themes of the Four Seasons, namely spring, summer, autumn, and winter, it aims to reflect the spirit of teamwork.

(6)Annual meeting with rich content:There are selection and awards ceremonies for outstanding employees, outstanding managers, outstanding projects and excellent departments, gala performances, lucky draws, and dinners.

(7).............

 

These distinctive corporate cultures are fastersoft's six years of development and experimentation. Although there are still many places to improve and improve, we are confident that we will continue to do this, it's a long-term task. It's hard at the beginning. It's useless to shout slogans and a bunch of rules and systems. The key is to do something practical and persevere, fastersoft is still a young software company. The software business requires passion, youthful and energetic employees, and special enterprise culture.