Essential Handbook for Private Companies on Enterprise Culture Management Practice

Author: Shi Yingzhong
Publisher:
Publish Date: 2006-03-01
Features: In highly successful companies, what stands out is not strict regulations or profit targets, nor computers or any management tools, methods, or means, nor even science and technology, but rather corporate culture or company culture. — Thomas Peters, Professor at the Stanford University Graduate School of Business
A company is a tree, and culture is its roots; a company is a building, and culture is its foundation; a company is a body, and culture is its soul. — Zong Qinghou, General Manager of Hangzhou Wahaha Group Co., Ltd.
Culture is crucial because it is a powerful, latent, and often unconscious force that determines individual and collective behavior, perception, thinking patterns, and values. Corporate culture is particularly important because cultural elements determine strategy, goals, and operational models. — Edgar Schein, Professor at the MIT Sloan School of Management
Whoever has a cultural advantage has a competitive, efficiency, and development advantage. The fundamental reason why Fortune 500 companies succeed lies in their ability to infuse vitality into their corporate culture. — Lawrence Miller, Founder of Corporate Culture Studies
The most effective components of corporate culture are its institutional norms, not superficial external forms. For a company to truly develop its unique corporate culture that serves its survival and development, it must gradually establish common ways of doing things and ways of thinking through standardized internal management systems. Without standardized corporate management systems, that kind of corporate culture that merely stays on the surface can at most be like a shooting star, fleeting and unable to last long.
This book basically meets the three major requirements of private company operators for practical books:
1. Practical and Operable. From correcting misconceptions to clarifying the context, from building to execution, from detailed norms to brand management, even the self-cultivation of entrepreneurs, we have attempted to touch upon all aspects of corporate culture. Those actionable suggestions may not be the best prescriptions, but they are undoubtedly applicable to most private companies.
2. Authoritative and Guiding. Either by sharing the valuable experience of successful companies or by listening to the earnest teachings of authorities. I don’t know if this is the psychological desire of every "pilgrim," but it is the unwavering purpose of our compilation of this book.
3. Easy to Understand. We believe that those esoteric and overly academic theories should not be the of private company operators. They are also of no benefit to corporate culture practice. Only those reasonable suggestions that operators can quickly accept and immediately translate into action are what companies truly need.