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Corporate Culture: Vigilant On The "Unilateral" Culture Of Managers

2008/7/21 13:48:00 41876

We often say, "business is good, everyone is good", but how can we call it "good"?

When we really "good", what have we given employees?

How much more to employees?

We often say "overtime work, hard work", but in addition to a few expectations, apart from patting the shoulders of employees to show encouragement and reliance, what else have we expressed?

Have we ever considered that we are squeezing our employees to get together with their families and friends?

We often say, "we should take the company as the home", but have we given the warmth of the staff's home?

Have we fulfilled our responsibilities as employees' family members?

Speaking of which, you may have been unable to help but sniff. They are only my subordinates, but they are just a group of working people. Why bother to "curry favor" with them?

By the way, you have never regarded your employees as real allies in your career. Their relationship with you is only at the level of employers and employees, managers and managers. All you have to do is to use some tactics and draw a pie to create a network of illusory friends and family members, so that they can be loyal, loyal, loyal, paid and paid.

In this case, why should employees be confused and driven by what you call corporate culture that emphasizes collective interests, loyalty, hardship and devotion?

I gave them jobs, gave them a platform for training, and gave them the chance to feed their families.

This is not a good reason, because in the reality of politics and economy and in the environment of two-way job hunting, "the family does not fight, fight the western family" and "do not leave the family here, or stay at home", has been forced by our group of bosses and managers to become the employees' mantra.

If we just hold the foregoing thought, we will not be able to retain those highly qualified and highly skilled talents.

Perhaps, you are now beginning to think: do we need to consider the will of employees and the interests of employees in building an excellent corporate culture?

Yes, when you are ready to build a culture of learning and initiative and innovation, you should consider whether you have given the employees a platform to cultivate and enhance your quality. Do you have to occupy the working hours of your employees when you organize training?

We should consider whether we should allow our employees to make mistakes and find ways to keep smiling faces to encourage and support them to continue to play their subjective initiative.

When you are ready to build a team culture that is sincere and cooperative, you should consider how to get rid of the "bad habits" that always override your team and do not follow your team rules.

Should we consider how to find the right and constraint scale to show more respect and trust for employees?

When you are ready to build a culture of dedication, you should consider whether you should share the successful experience with your employees. Should you link the interests of the employees and the interests brought by the development of the Department?

We should consider whether we should revise the system that punishes more than rewards. Should we be more truthful and act in a timely manner to reward employees' "good work"?

Perhaps, you would say that some employees are unable to support the mud in the wall. Is it necessary to care about them so much for them?

If you hold this idea, then I need to doubt your vision of building the human resources department and management team. Then it is necessary to remind you that you may not just put some employees in a pile of mud, but always prepare all your employees to be traitors, lazy slacker, greedy thieves and "inferior people" who are not worth mentioning.

This may be somewhat on the line, but I can be sure that a manager who does not have the idea of "giving up" is unable to enjoy "get". A manager who does not improve his management thoughts is unable to make his own enterprise (Department) build excellent culture.

Perhaps, you will also say: is there not a culture of many big enterprises, such as the boss and its managers, around us?

You are right.

But what we should see is: in the front of these so-called "big enterprises", I do not know how many similar enterprises have "fallen trees and scattered powder". How many employees have shared difficulties when they are in a difficult position?

When we exile the so-called "big enterprises" in the international vision, can they be larger than those excellent ones?

Speaking of this, I can say with certainty that a great China, a world-wide enterprise and brand can not get up. One of the major reasons is that our corporate culture still has quite a few gaps compared with others' corporate culture.

Yes, it is time for us to make some changes.

Otherwise, the corporate culture that throws the will and interests of employees aside is just the culture of the managers of bosses and their managers. It is doomed to fail to be accepted by employees, without employees' attention and consistent implementation from the mind, and it can not become employees' values and conduct.

Seriously, it is merely a unilateral culture of managers' wishful thinking and self deception, but a nightmare for managers.