The mediocre culture shrouded in traditional values-An Analysis of the enterprise culture of "first being a person and then doing things"/Wu honggang

In recent years, the corporate culture represented by the following slogans: "Be a person in advance" and "Be a person first and then do something" has been recognized in the enterprise. Some even include the corporate culture in plain text.

The purpose of the business. Along with this trend of thought, there have been many guidelines for enterprise personnel to win in the internal struggle of the enterprise.ArticleAnd books: What is "Office Law of War "?

"," I did not teach you rape "," boiled xx ", and so on. As a manager of Chinese enterprises, how to view this trend is directly related to the healthy development of corporate culture.

And the future competitiveness of enterprises. After more than 20 years of reform and opening-up and market economy cleaning, Chinese enterprises have indeed come to a situation where they should carefully reflect on "Being human and doing business ".

It's time to establish a culture rule that suits the market economy's competition rules.

The corporate culture of "being human first" is a part of the penetration of social culture into enterprises, and also the performance of traditional culture in modern enterprises. Enterprise Talent Evaluation corresponding to "human first"

The criterion of determination is "moral character first", which is consistent with the governance mode of traditional society in China. Although in reality, many examples can be illustrated.

The defects of "being a person" of enterprise employees cause harm to the enterprise. In the long run, the harm is far from the lack of innovation and vitality caused by the requirements of "being a person ".

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I. values behind "first being a person and then doing things"

 

During the Warring States Period, Qi qiwang often lamented the country's lack of talents. One day, a consultant said to Him, "I have such a person who is loyal to the King, filial to his parents, and

Friends are very honest, and they are very friendly to the neighbors. This person may be unavailable ." Qi qiwang is very happy: "It's great to have such a person ". But the adviser said, "But this person has been bullied.

They don't fight back, and they can only endure the bad guys ." Wang Qi immediately said, "No, no, we need brave people in the war period." The adviser said, "This person only

Therefore, the king made the law to pay the death and pay the death. In order to maintain social stability, he did so ". Qi zhengwang is in a very difficult situation.

Reference this story to the enterprise. If you are loyal to the leaders, you may not necessarily be the person who can make achievements. If you can make achievements, you may not necessarily be loyal. What kind of person does our company need?

And. Our company is in a long-term business war environment and will never be "peaceful ". So what kind of values does the "first person and then do things" guide enterprises to establish?

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The "human first" Standard is to set the standard of security in a stable environment. The soil behind it is China's social governance model for thousands of years. It is with this idea that China

Few enterprises are really enterprising. "Anner" is the primary concern for enterprise leaders. This can be seen from the energy and time schedule of enterprise leaders in China. "Be a person"

The power granted by standards and corporate leaders often go beyond formal authorization. Therefore, if a leader wants to stand up in an enterprise, he must first adapt himself to the enterprise's "human" standard,

At the same time, enterprises should be influenced by their own "human" standards. Therefore, every change in leadership leads to the shock of corporate culture. In our country, even the authorization of the superior cannot guarantee the right

The implementation of limitation is determined by the degree to which enterprise leaders integrate into the corporate culture. As a result, western enterprise managers can start enterprise transformation and market as soon as they take office.

During the adjustment, Chinese entrepreneurs are still worried about the stability of authorization.

For most people, there are few saints who are "human", and there are not many people who are corrupt. Most people have a normal "Sutra"

Ji Ren ". Unwilling to admit that employees are "economic people", and therefore expect that the behavior standards of all employees in the enterprise are the true actions of "first being a person and then doing things"

Machine. This is a manifestation of the human weakness of all leaders. leaders are more willing to evaluate enterprise personnel based on subjective judgment criteria rather than objective judgment criteria. Enterprises

The governance approach is to improve the management of "objective work" by "transforming people's thoughts. If this method becomes the mainstream idea of enterprise management

It can only be stuck in the long-term internal "cultural revolution" (such as internal education of some private enterprises ). In history, how many emperors have not been on the basis of human education after thousands of years of training

Make substantial progress, not to mention enterprises placed in the modern market economy environment. Therefore, once leaders change people, the company's values must also change, which is the most difficult. Therefore, whether it is

Lenovo, TCL, and Haier are all worried about the corporate culture after outstanding leadership, which is the key to their continued growth and development.

Therefore, the corporate culture of "being a person before doing things" is essentially a manifestation of the authority of enterprise leaders and an enterprise value that does not conform to the market economy and modern management concepts. Such virtual

The pseudo value leads employees in the enterprise to seek the maximization of personal interests under the superficial form of "being a person.

2. Defects in enterprise management mechanisms reflected by "first being a person and then doing things"

"First being a person and then doing things" reflects that Chinese enterprises have great defects in management mechanisms. If an enterprise places the hope of management on the "human" of management personnel and employees,

This enterprise is very dangerous. When a friend asked me for my opinion during project development, I said, "Don't count on finding a talented person.

Your goal is to evaluate your risks based on the standards of normal managers ."

Human standards are subjective, while work standards are objective. This shows that many enterprises in China are unwilling to manage their characteristics based on scientific and objective evaluation criteria. Motivation for doing things

Instead of the result. This is the harm that the "first person and then do things" culture brings to management. With the "motivation" between employees, the company's internal culture is mutually untrusted. Because

The subjectivity of human standards gives employees the ability to behave as "human" rather than "work" everywhere. Enterprise leaders judge employees based on their own standards.

Work.

"Being human first" also reflects the shortcomings of Chinese enterprises in correctly understanding the objective quality of employees. Most enterprises require employees to be higher than their actual ethical standards, such as dedication.

Spirit, loyalty, and dedication. Few companies express their purposes in a win-win manner based on the normal needs of employees, such as employee support and promotions. In enterprise and employee

Enterprises are always in a dominant position between workers. Therefore, employees can only seek survival and development in the enterprise in the form of positive "being a person.

"Being human first" also reflects the lack of enterprise management and supervision mechanisms and management tools. A good management system is a good way to educate employees, but it relies on science.

To achieve the enterprise's goals. Too much emphasis on "Being human first" will lead to the weakening of enterprise management mechanisms. It will also be subject to human standards.

The difference between the problem and individual values allows enterprise managers to reject scientific management ideas and methods in the subconscious, because subjective judgment is also conducive to cultivating their own rights.

Building our own "party and Defense Army" is also more conducive to cracking down and rejecting different opinions and threats to our status.

3. The prevalence of Enterprise mediocre culture caused by "first being a person and then doing things"

"Being human first" has caused the greatest harm to the enterprise. I am afraid it is the prevalence of the mediocre culture. Since ancient times, many people have been proud of each other. Anyone who can do something has some bad experience. "

The most advantageous weapon is the "human standard. In a stable environment, the harmonious corporate culture is also the highest level of management,

Just like state-owned enterprises in the planned economy. If we are just "being a person", the managers of the old state-owned enterprises are very good. In that environment, even talents must first

Learning to be a "mediocre" for many years can lead to a peak.

In an enterprise that takes "being human" as the first standard, rather than "Doing Things" as the first standard, its corporate culture and mechanism have resulted in the loss of talent and the popularity of the mediocre culture. When

When managers of many large enterprises change to small enterprises that are facing fierce market competition, there are few success examples. One of the main reasons is that many large enterprises are pursuing "mediocre ".

Culture ". A senior manager who has adapted to the internal competition environment of an enterprise cannot be able to "be human" in the face of external competition.

Why is "being human first" a mediocre culture? This requires us to find the root cause from our traditional social culture. The lack of scientific thinking is particularly prominent in enterprise management, and even

Many enterprise managers think that enterprise management is only art. "First being a person and then doing things" is precisely in line with the demand of this kind of non-scientific management thinking.Many traditional management methods in China are

Focuses on a culture of authority for internal and individual rights. "I advise tiangong to shake off his mind and drop talent without restraint." This kind of ideal is hard to achieve in such an enterprise. Because of talent

The "eclectic" form of a stable structure of interests and the impact of leadership authority. Therefore, we will not do things, but we will naturally be promoted as a mediocre person, occupying the leading position of the company.

It is precisely because of this advocacy of "first being a person and then doing things" That intensifies the penetration of traditional values in modern enterprises and forms a negative effect on the scientific and global management of Chinese enterprises.

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To sum up, from the perspective of the reality and development direction of enterprise management in China, our enterprise may wish to "talk more about doing things and less about being human ".Less"

Be a person and do more things. Establish an enterprise evaluation system based on objective "work ability", develop talents who are good at "work", and be more "work"

Human Tolerance in "being human" is the correct direction for Chinese enterprises to move towards scientific management.