It is a good thing that many domestic glass companies are recognising the importance of corporate culture. The role of corporate culture does not need to be discussed here specifically, as many people are already deeply aware of it. But it must be clearly pointed out that, no matter how high we raise corporate culture, no matter what strategies we use to shape corporate culture, if we commit the following "four taboos", then we shape the corporate culture can only be greased, the "physical and mental health of the enterprise "It is ultimately a kind of destruction. Yaohui glass editorial for you to present:
　　A taboo: shaping glass corporate culture as buying a vase
　　Many domestic glass enterprises in the process of shaping corporate culture, and can not effectively play the role of corporate culture, but only the corporate culture as a "cosmetic project", the office posting posters of culture, the aisle placed in the cultural frame, the workshop hanging some "inspiring "The result is that "more people 'watch', but less people ask 'fine', and even more people 'do'. The result is that "many people 'watch', but few ask for the 'essence', and even fewer 'practice'". This is actually shaping the corporate culture as a vase to buy, the corporate culture as a kind of vase, a kind of vase for visitors to see, the essence is in the misinterpretation of corporate culture.
　　As we all know, the glass enterprise culture to assist enterprises to unify ideas, regulate the behavior of employees, increase the enthusiasm and confidence of the staff, enhance the cohesion of the team, improve the efficiency of the staff, to create real value for the enterprise, but not as a kind of ornament for people to visit. In other words, corporate culture should be benefit-oriented, and must create tangible benefits for the enterprise, rather than a mere cost, and not a throw of money, but only in exchange for the words of the grand and propaganda on the prosperity.
　　In the end, the construction of glass corporate culture is an investment in the strategic level of the enterprise. Since it is an investment, we must pay attention to the corresponding return, we must strive to maximize the return on investment. The vase-like corporate culture can only allow enterprises to obtain the simplest, most shallow return on investment, there is no deeper long-term return, the essence of a huge waste of corporate resources.
　　This is why we see the phenomenon that the culture of many glass companies changes from year to year, and each change brings a degree of direct financial loss, for example, the re-creation of the corporate culture manual or corporate culture dictionary. Of course, the greater loss for the company is that the employees do not feel the role of corporate culture in their minds, or even really feel the existence of corporate culture.
　　Of course, it should be noted that the corporate culture we are talking about here is a positive one, not a negative one like "changing things overnight".
　　Moreover, it must be further pointed out that, while it is a general trend for Chinese glass enterprises to strive to shape their corporate culture, for most of them in China, it has not yet reached the stage where they need to make a big show of shaping their corporate culture. Because, corporate culture needs a long time to precipitate, not rely on the subjective will of a person, to a "corporate culture march", can be quickly formed in the short term.
　　Therefore, for China's current enterprises, should be through the positive system of guidance to gradually establish a corporate culture is a more objective and realistic road, rather than anxious to make the corporate culture how sensational, or how beautiful and spectacular. For example, a domestic planning agency first proposed and widely used the "121 model", which advocates first by "refining", then "internalising" and "Then, after a period of development, the enterprise will be combined with the actual situation of the enterprise for "re-refinement", so that the enterprise will be able to truly establish its own corporate culture in the process of development.
　　In short, corporate culture is not a vase, glass enterprises can not use the idea of buying a vase to shape corporate culture. Entrepreneurs must be conscious of the fact that shaping corporate culture is fundamentally an investment, and must use the mentality of investment to build corporate culture. However, the benefits generated by corporate culture do not only refer to economic benefits, but also include social benefits, which should not be neglected in any way. Therefore, enterprises should be realistic, one step at a time, in the development process of enterprises, through the conscious and systematic guidance to gradually build their own characteristic corporate culture.
　　Second taboo: ethical standards "pinch in the hand"
　　Many domestic glass enterprises are emphasizing the importance of corporate culture, and hope that corporate culture can bring benefits to the company, in order to promote the sustainable development of the company. In other words, we all know the importance of corporate culture, but companies rarely seriously thought: what is the root of the merits of corporate culture? It is undoubtedly the ethical standards of the key decision-makers and all other employees as a whole, not just the ethical standards of the key decision-makers. However, many decision-makers have taken ethical standards "in hand", resulting in very vague ethical standards, and in many cases not even taking ethics into account, resulting in the lack of a basic ethical bottom line for the enterprise, which inevitably restricts the improvement of the overall ethical level of the enterprise. As a result, we see that the ethical standards of many companies are quite vague, and this vague ethical standard is gradually causing bad influence in the specific behaviour of the company, "eroding" the brand image of the company. The direct manifestation of this is that the difference in the moral level of all the employees of the company determines the difference in the level of culture and cultural level between the company and the enterprise, which in layman's terms means: "You get what you sow and you get what you sow." "Melon staff" form "melon culture", "bean staff" form "bean culture", many enterprises exist "ethical standards 'pinch in the hand'" culture and the corresponding behavioural performance, which should be a necessity.
　　The reality is that although few companies are seriously lacking in ethics, the reality of ethical standards being "in the hand" is still in abundance. Of course, nowadays, in China also gradually emerged a large number of excellent enterprises, such as, Shenzhen, an enterprise, is the country's largest hat enterprises, products sold in several countries in Europe and the United States. This enterprise is successful, one of the important reasons is thanks to the company has a good, healthy, advanced cultural concept, that is, in line with the ethical standards of cultural concepts, it can be predicted that this cultural concept on behalf of the development of Chinese corporate culture is the direction, at the same time this ethical standards of cultural concepts is the basis for the continuous development and growth of Chinese enterprises.
　　Three taboos: the law of honesty "on the lips"
　　The Book of Shang Jun records that Shang Yang was preparing to change the law in the state of Qin and made new laws. In order to convince the people that the new laws would be firmly enforced, he put up a large log at the south gate of the capital and said to onlookers, "Whoever can carry this log from the south gate to the north gate will be rewarded with 50 taels of silver!" Most people did not believe in such a good deed and feared that Shang Yang's promise could not be kept. While the people were hesitating, a man picked up the log and carried it from the south gate to the north gate. In this way, the people believed that what Shang Yang said counted and the people obeyed the new law he had established when it was introduced.
　　From this story, we can see that since ancient times, the Chinese have always been very concerned with the principle that words are not important, but that one must keep one's word, because if one keeps one's word, one can gain the trust of the people. In today's increasingly internationalised competition, honesty is an important factor in the survival and development of an enterprise, and whether or not it speaks with integrity has a direct impact on its survival and development. However, although many companies and entrepreneurs also in the face of the media loudly cry "integrity", also understand the basic connotation of integrity, as well as entrepreneurs do not keep their promises will make subordinates soon to produce a sense of distrust of their bosses. Sadly, many entrepreneurs still only talk about the law of "integrity", but do not practise it in their own behaviour, which means that integrity is just a fragile and beautiful veneer that will disappear as soon as the "wind The "wind" blows gently and it is gone.
　　In addition, the success of an entrepreneur or leader is always inseparable from the hard work of his team members, so an entrepreneur or leader should not take his promises to his subordinates lightly, either he must not make any promises, or he must keep them, even if it will bring some losses in the end, otherwise, what he loses as an entrepreneur or leader will be even more. Therefore, from this point of view, Chinese entrepreneurs urgently need to learn from Shang Yang's "promise must be kept and action must be taken" in the actual act of shaping corporate culture, instead of just putting the law of integrity "on the lips" and leaving it at that.
　　Four taboos: the sense of responsibility "left behind"
　　Although the primary task of glass enterprises should undoubtedly be to do a good job in business, to create economic benefits or material wealth, to promote social and economic development, and, if the glass enterprise enterprise lost the function of creating material wealth, it also lost the basic value of existence. However, a truly outstanding glass enterprise is definitely not just a "first in sales", "first in scale" or "first in profit" enterprise, it must have a strong sense of social responsibility. In fact, enterprises in the market economy are inextricably linked to society. Enterprises come from the society and will definitely return to the society, which is a kind of social-enterprise relationship under the new situation. The development and growth of an enterprise or its elimination from the market are to be taken up by society. More importantly, society is the survival environment for enterprises, without a good environment, it is also difficult for enterprises to survive. Therefore, from this perspective, glass enterprises should take the initiative to take up their social responsibility as well as their responsibility to their internal staff, so as to lay a solid foundation for their long-term development.