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Country-specific corporate culture

  As we all know, there are always two kinds of people in the workplace: happy and unhappy. Why is there such a difference? The only answer is: culture. People who don’t fit in with the corporate culture have little chance of being happy. In order to find a happy job, we need to spend more energy, study the culture of companies in various countries, and strive to “choose what I love”.
  
  American corporate culture: attach importance to the realization of self-worth, promote competition and dedication, reward innovation, and share benefits The famous
  
  American Apple Computer Company believes that it is necessary to develop resources for everyone’s intellectual sparkle. The corporate culture of “Everyone Participates” and “Quanyantang” enables the company to continuously develop new products with sensational effects. Powerful laptop Macs are one of them. IBM believes that responsibility and power are twin brothers. To make employees responsible for their work, they must respect people, trust people, and give practical autonomy. All members of 3M’s new business development team are voluntary, and they have a high degree of autonomy. As long as the team meets the company’s performance standards, the benefits are available, and even if it fails, the company guarantees the team members’ original positions and pay. Whimsical and bizarre ideas can be understood and tolerated in 3M, and scientific ideas can always find a home in 3M.
  Competition produces benefits, competition produces results, and competition produces talents, but the purpose of competition is not to eliminate rivals, but to make all parties involved in the competition work harder. American companies attach great importance to providing employees with a level playing field and competition rules, fully mobilizing their enthusiasm and giving full play to their talents. For example, IBM’s evaluation of employees is measured by their contributions, advocates high efficiency and excellent spirit, and encourages all managers to become computer application technology experts. When promoting cadres, Ford Motor Company selects people based on their performance, and strictly follows the principle of “nobles are awarded to you, and jobs are awarded to you.” Henry Ford, the former president of Ford, said: “The top job is not hereditary and must be earned on your own.”
  Many companies in the United States use continuous innovation to maintain their edge. DuPont’s successful experience is to carry forward the spirit of non-stop, and constantly develop new products, 3M’s success lies in innovation and tricks are very good. 3M does not easily kill an idea. If an idea can’t find a place in 3M departments, the designer can use 15% of the working time to prove that his idea is correct. 3M also tolerates failure. “Innovation can only happen if you tolerate mistakes. Being too demanding will kill creativity.” These are the mottos of 3M. Winners are rewarded and heavily rewarded, and losers are not punished. William MacDonald, chairman of 3M, said: “Business executives are the backstage of innovation.”
  Many companies in the United States implement a shareholding system. Through employee stock ownership, it can also receive dividends in addition to salary income. In addition, the right of employees to participate in operation and management has been increased, and their identity, status and sense of security have been improved. Wal-Mart, the largest chain store in the United States, “Hotel Empire”, and Hilton, all share a part of the shares as wages or benefits. to employees. Hewlett-Packard and other companies have also increased employee benefits (such as providing stipends for children) to allow employees to share the company’s achievements.
  
  French corporate culture: innovation and change
  
  French people value quality, require innovation, and have creativity in their work. They are especially popular in the fashion industry. In the French company L`OREAL, which specializes in skin and hairdressing, you can find such a working pace. Beauty products are constantly innovating. On average, 50% of the old products are replaced every 2 years, and all products are updated every 5 years. The logistics department also emphasizes the spirit of innovation, just like the operating procedures and recruitment tools are constantly changing, in order to meet the needs of the times .
  
  French people like to debate, and it often happens that you are tit-for-tat in a meeting, but after the meeting, they happily pat you on the shoulder, hala hala. Talk to the French and you’ll find that they like to ironically point out your blind spots. The French are smart, witty, and direct; on the other hand, they are as humane as the Chinese and pay attention to interpersonal relationships. As long as they go to their site for a meeting, they will definitely pick them up by car, and they will have a coffee break half an hour before the meeting to communicate. Re-enter the venue for a formal meeting.
  
  German corporate culture: emphasis on cooperation and willpower
  
  German business executives hope that employees have the ability to solve things independently, and have a strong will and team spirit, so they often use high salaries to attract professionals to come in and provide a lot of space for them to play to their fullest.
  Some people say that job-hopping in Western high-tech companies is like drinking water. Employees often get higher salaries through job-hopping. As long as they can stay for three years, they are very stable. However, employees of German companies have the characteristic of being “steady as a mountain”. Perhaps it is due to the social atmosphere. As long as they think they are valued by the company and can use what they have learned, they usually do not leave the company casually. Unless there is a special reason and encounter a turning point in life, such as moving, getting married, studying and other important factors, Germans are not easy to change jobs.
  It is really necessary to resign. The company must write a resignation certificate by the boss himself. The content roughly describes the employee’s work control, personality traits, work performance and getting along with colleagues, etc., and the unit supervisor will formally transfer it to the resigned employee. German bosses write resignation certificates all “honestly”, so there are both positive and negative comments.
  In Germany, the resignation certificate is an official letter, and job seekers looking for a job in the future will require proof of previous education and experience to facilitate understanding of his past work experience, so employees rarely have to live by, so as not to break the road.
  
  Japanese corporate culture: with a strong religious color
  
  Compared with the corporate culture of other countries, the Japanese corporate culture has a strong religious color, which is the biggest feature of Japanese corporate culture.
  In Japan, the management philosophy, which is the nerve center of corporate culture, is the product of the fusion of entrepreneurial spirit and religious thought. The essence of business philosophy, business thinking, and business philosophy is the moral code, code of conduct and value standard summed up by entrepreneurs in their long-term business practice. It is the guiding principle of entrepreneurial management. Shared ambition and spiritual drive. Japanese entrepreneurs incorporate religious ideas into their business philosophy. The ideas of “serving the country with industry, taking social responsibility as one’s own responsibility, living in harmony, and being consistent from top to bottom” are very similar to the idea of ​​”loyalty” in Shinto and “harmony” in Confucianism. similarity. In the management philosophies of most Japanese companies, the goal of “making a profit”, which any company must achieve, will never be put in the first place. On the contrary, they emphasize the responsibility of the company more – the company’s responsibility to the society, the country, and even the society. responsibility of all mankind. For example, Matsushita Electric Co., Ltd. puts “serving the country by industry” in the first place; the first article of Toyota’s corporate motto is: “Work together, engage in business development with sincerity, and serve the country with the results of industry”; the spirit of TDK Corporation in Japan : “Creation: Contributing to the world’s cultural industry.” When Japanese entrepreneurs talk about corporate goals and business philosophy, it is not so much an industry person expressing business experience, but a religious person preaching and preaching. The conversation is full of philosophical thoughts, “the purpose of enterprise survival, how to survive” these modern management issues have been upgraded to philosophical issues of the development and survival of the entire society and the entire human beings through their annotations. Some companies directly introduce religious issues into their business philosophy. For example, Toyota Motor Corporation clearly stated: “Respect gods and Buddhas, be grateful, and live for gratitude and gratitude.” It is this kind of thinking of “gratitude” and “repayment of gratitude” that makes the dedication of the employees of the company to the fullest. Production is not only to meet the needs of personal material life, but more importantly, it can give employees this kind of spiritual satisfaction. Due to the diverse system and compatibility of Japanese religious beliefs, Japanese employees are also very receptive to the religious thinking of the company. When reflected in the business philosophy of a specific company, there are various types of them, which are not uniformly reflected, but all are Based on the “harmony” of Confucianism and the “loyalty” of Shinto. Due to the influence of religion, the business philosophy of enterprises is based on ethical thinking, coupled with the viewpoints of various entrepreneurs, blossoming and fruiting everywhere, forming various schools like religions, and enterprises seem to be various religions, but This is only limited to individual companies.
  
  In addition to business philosophy, some of the daily routine activities of Japanese companies are also strongly religious. In the Panasonic Kingdom, each of its affiliated companies has a shrine dedicated to worshipping the gods. The company’s senior staff come here every week, and the monk who presides over the shrine teaches them the Dharma, so that they can purify their minds and be better. to execute the relevant orders of the company. Konosuke Matsushita, the founder of Matsushita, is known as the “God of Management”. The most respected consultant in his life is a monk. Through various religious activities, the company skillfully combines various religious teachings, spirits and enterprises, and then instills To corporate employees, make them believe that the purpose of work is not just for individuals and communities, but more to pursue the common happiness of human life. In the words of entrepreneurs, there is a religious spirit of “karma” and “compliance with assimilation” everywhere. They use this spiritual religious method to explain the relationship between enterprises and society, employees and bosses, and employees. , emphasizing that people must get along with each other in an attitude of “benevolence”, and the development of enterprises is based on people, and the implementation of this humanism is the spirit of “harmony”. Using religious activities, entrepreneurs coordinate the relationship between the management departments of the enterprise well, and at the same time lead the subordinates’ thoughts to their desired realm, thus forming a unified guiding ideology within the management and avoiding the internal friction of the enterprise. Meetings, evening training, social songs, etc. can be described as a major feature of Japanese management methods. In the 20 minutes before the company goes to get off work every day, all employees must gather together to sing the social song, recite the social motto or examine their own mistakes. They are convinced that the only way to truly achieve the unity of the hearts of all employees. What’s even more amazing is that they actually get every employee to give the exact same answer to the same question, and this is their “consensus”. It is said that no matter you ask any employee of Panasonic, what does their company produce? They all answered unanimously: “Our company is a company that trains talents and produces electrical appliances.” It can be seen that they attach great importance to talents and persistent pursuit of the company’s business philosophy. These are the same as Buddhist monks ringing the bell to chant Buddha every day, and Christians praying. Under the constant repetition and emphasis every day, everyone is unconsciously subtly influenced. Japanese companies are like religions, they all have their own religious ideas. The top leader of the company is the leader. In order to implement his own teachings, he constantly spreads his business philosophy to his followers. The employees of the company are a group of religious fanatics. , in order to maintain their beliefs, they can sacrifice their lives, so Japanese companies can achieve unimaginable results.

  In order to enable employees to better accept the business philosophy of the company and become part of the enterprise group, most Japanese companies start spiritual and technical training as soon as employees enter the company, but the most important thing is to make employees ideologically. Integration with the enterprise is the so-called “consulting system”. Kazu Wada is one of the founders of Japan’s Yaoban Group. In order to make the idea of ​​”Growing Home” (actually a religion in Japan) deeply rooted in the employees of the company, she once went to Singapore at the age of 67 to conduct an interview. The training of new employees caused a religious dispute, which almost led to a strike by the employees. Japan’s employment system adopts a lifetime employment system. They are selected from young people who have just graduated from university or have just stepped into society, and then pass various tests to select suitable talents. Those who are hired will work in this enterprise until retirement, as long as They like it and can work until they die. Some large enterprises set up cemeteries specially to bury their employees. They bury their dead employees under the spiritual tower. During festivals, the leaders and employees of the company go to the cemetery to hold large-scale religious ceremonies to express their memory of the dead employees. At the same time, it also conducts on-site education for new employees to make them more loyal to the company.
  
  Korean corporate culture: “can do”, diligent, highly centralized The most representative culture of
  
  Korean companies is the “can do” culture, which emphasizes the positive and challenging shared values ​​that represent many corporate members. The reason why Korean companies have achieved rapid development in just 30 years is that many industrial sectors have a strong desire to invest boldly, venture overseas, and achieve results in a short period of time. In particular, no country’s company can match the high standards of Korean companies in the determination of goals, and no country’s companies can achieve their goals at all costs like Korean companies.
  The serious work attitude and the diligent labor consciousness of enterprise members are an important feature of Korean corporate culture. It is widely known that Korean companies have the longest working hours. Long hours of work apply not only to the working class, but also to high-level managers and general managers. There are many companies that hold a cadre meeting at 7:00 in the morning, and managers don’t leave work until 8:00 in the evening. There are both business managers who participate in educational programs at 6:00 in the morning, and managers who participate in educational programs after 6:00 in the evening.
  Authoritative and highly centralized leadership style. In terms of leadership style, warmth and autocracy are the characteristics of managers, and family business owners usually adopt authoritative leadership styles. In order to maintain their status, managers usually do not like subordinates more talented than themselves. Many important decisions are often made after consultation among family members who hold important positions. Cadres who are not family members usually only have the duty to execute orders, but have no right to participate in decision-making. This highly centralized organizational structure and authoritative management behaviors obliterate the enthusiasm and creativity of employees, and cannot give full play to their intelligence.
  The organizational structure of an enterprise is the organizational form of a family business. After the war ended in 1954, South Korea was committed to building a legal and administrative system sufficient to induce economic development, and to encourage its enterprises to use the scientific and technological knowledge imported from the West to run enterprises and pursue profits. In terms of the organizational structure of the enterprise, it has the characteristics of family ownership, small scale, simple structure, personal relationship, relationship orientation and so on. In the management of human resources, many Korean companies attach great importance to the shaping of corporate ethics, and the education and cultivation of ethics and morality, so as to form a strong organizational culture of discipline, obedience and unity. There is still the phenomenon of seniority ranking in performance evaluation and reward systems, and the hierarchical structure of organizational members is generally closely related to their age and length of service. Maintaining a satisfactory interpersonal relationship among colleagues is also a common behavioral tendency of Korean companies. In recent years, in the process of management rationalization, although the emphasis is on ability, business performance, enterprising spirit and creativity, the traditional reward system based on seniority still dominates Korean corporate culture.

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