1. Guiding role Corporate culture i

1.指导作用<BR>企业文化是一种无形的塑造力量。它不仅影响组织，还不同程度地影响员工的思维和行为。许多员工进入社会并进入中小企业。影响他们的第一件事是企业文化。例如，如果中小企业的工作氛围相对宽松，那么他们将逐渐适应宽松的工作状态。员工难以避免这种文化塑造。此外，企业文化还包含一种信念，它实际上指导着员工的工作。在这种流行病期间，许多公司亏损，一些员工依靠信念来维持业务运营。这就是企业文化的作用。而且，许多员工进入中小企业后，它们的某些方面与企业不兼容。如果他们能够及时调整自己的地位并与企业保持一致，那么他们就可以在企业中继续发展。这也是一家企业。文化的指导作用。<BR>2.激励作用<BR>在现代企业发展中，不可避免地要与激励机制的建设分开。好的激励包括两种，一种是物质激励，另一种是精神激励。相对而言，精神激励基于企业文化。只有良好的企业文化才能真正实施精神激励，从而使SME员工具有强大的内在动力，并且可以在短时间内生存。获得增长，而这种激励很难用任何物质来实现。特别是在我国当前的经济形势下，人们主要靠衣食住行，很少有人专门满足物质需求。这就要求公司不仅要考虑员工的物质需求，而且要从精神层面上给员工一些激励。这种激励的本质是企业文化。因此，企业文化本质上是一种无形的激励机制。这是激励机制的基础。没有良好的企业文化，任何激励机制都难以发展和改变。<BR>3.约束<BR>除激励措施外，中小企业的发展也离人才的制约因素还差得远。只有在激励和约束同时起作用的情况下，企业员工的正常工作才能得到保证。大多数中小型企业都处于企业发展的初始阶段，许多规则和系统实际上是不完整的。即使公司经理继续检查缺陷，也很难避免管理漏洞。一方面，企业管理者需要不断地使用“硬系统”来约束员工，让员工知道他们能做什么和不能做什么；另一方面，他们需要运用企业文化建设，以便即使知道一些管理漏洞的员工也能站起来。从公司管理的角度考虑它，而不是利用这些漏洞谋取个人利益。在许多中小企业的管理中，存在一个误解，即单方面使用硬系统进行限制。作者已经看到一些公司制定了一些非常奇怪的系统，例如检查工作服。如果礼服略有超出标准，则必须罚款，这种系统显然对煤矿工人不友好。如果采用这种制度来约束员工，那将适得其反。只有让企业文化融入其中，员工才能从​​心底接受某些限制。单方面使用硬系统进行限制。作者已经看到一些公司制定了一些非常奇怪的系统，例如检查工作服。如果礼服略有超出标准，则必须罚款，这种系统显然对煤矿工人不友好。如果采用这种制度来约束员工，那将适得其反。只有让企业文化融入其中，员工才能从​​心底接受某些约束。单方面使用硬系统进行限制。作者已经看到一些公司制定了一些非常奇怪的系统，例如检查工作服。如果礼服略有超出标准，则必须罚款，这种系统显然对煤矿工人不友好。如果采用这种制度来约束员工，那将适得其反。只有让企业文化融入其中，员工才能从​​心底接受某些限制。<BR>4.凝聚力<BR>在这一流行病中，许多中小企业具有很强的凝聚力，这使公司能够度过难关，因为经理们在日常工作中已经注意到了企业文化的凝聚力价值。良好的企业文化将赋予员工与众不同的归属感，甚至将公司视为自己的家。而且，在日常沟通中，经理，中层干部和基层员工之间可以更好地进行沟通，因为在这样的企业文化中，员工具有主人翁精神，并且内心自立，所以他们也不会太本身就很多。在上级和下级的约束下，更愿意主动给管理者一些内在的见解，这对企业的发展非常有利。

1. Guiding role <BR>Corporate culture is an invisible shaping force. It not only shapes the organization, but also shapes the thinking and behavior of employees to varying degrees. Many employees enter the society and enter small and medium-sized enterprises. The first thing that affects them is the corporate culture. For example, if a small and medium-sized enterprise's working atmosphere is relatively relaxed, then they will gradually adjust to a relaxed working state. This shaping of culture is difficult for employees to avoid. In addition, corporate culture contains a belief that actually guides employees in their work. During this epidemic, many companies lose money, and some employees rely on beliefs to maintain business operations. This is the role of corporate culture. Moreover, after many employees enter the small and medium-sized enterprises, some of their aspects are not compatible with the enterprise. If they can adjust their status in time and stay on the same track as the enterprise, they can continue to develop in the enterprise. This is also an enterprise. A guiding role of culture. <BR>2. The role of incentives <BR>In the development of modern enterprises, it is inevitable that they cannot be separated from the construction of incentive mechanisms. Good incentives include two types, one is material incentives, and the other is spiritual incentives. Relatively speaking, spiritual incentives are based on corporate culture. Only a good corporate culture can truly implement spiritual incentives, so that SME employees have a strong internal drive and can be within a short period of time. Get growth, and this kind of incentive is hard to achieve by any material. Especially in the current economic situation in my country, people live mostly with food and clothing, and few people are dedicated to material needs. This requires companies not only to consider the material needs of employees, but also to give employees some incentives from the spiritual level. The essence of this kind of incentive is corporate culture. Therefore, corporate culture is essentially an intangible incentive mechanism. It is the foundation of the incentive system. Without a good corporate culture, any incentive mechanism is difficult to develop and change. <BR>3. Constraint<BR>In addition to incentives, the development of small and medium-sized enterprises is also inseparable from the constraints on talents. Only when incentives and constraints play a role at the same time can the normal work of enterprise employees be guaranteed. Most small and medium-sized enterprises are in the initial stage of enterprise development, and many rules and systems are actually incomplete. Even if corporate managers continue to check for deficiencies, it is difficult to avoid management loopholes. On the one hand, corporate managers need to continuously use "hard systems" to restrain employees, and let employees know what they can do and what they cannot do; on the other hand, they need to use corporate culture construction so that employees will stand up even if they know some management loopholes. Think about it from the perspective of corporate management, instead of using these loopholes for personal gain. In the management of many small and medium-sized enterprises, there is a misunderstanding, that is, one-sided use of hard systems to restrict. The author has seen some companies formulate some very strange systems, such as checking work clothes. If the dress is slightly out of standard, you must Fines, this kind of system is obviously unfriendly to coal miners. If this kind of system is used to restrain employees, it will be counterproductive. Only by letting corporate culture into it can employees accept certain constraints from their hearts. <BR>4. Cohesion <BR>During this epidemic, many small and medium-sized enterprises have strong cohesiveness, allowing companies to tide over difficulties, because in their daily work, managers have noticed the cohesive value of corporate culture. A good corporate culture will give employees an unusual sense of belonging in the company, and even regard the company as their home. Moreover, in daily communication, managers, middle-level cadres and grass-roots employees can have better communication, because in such a corporate culture, employees have the spirit of ownership, and their hearts are self-hosted, so they will not be too much in themselves. Constrained by superiors and subordinates, and are more willing to actively give managers some inner opinions, this is very beneficial to the development of the enterprise.

1指导作用<BR>企业文化是一种无形的塑造力量。它不仅塑造了组织，也在不同程度上塑造了员工的思维和行为。很多员工进入社会，进入中小企业。首先影响他们的是企业文化。比如，如果中小企业的工作氛围相对宽松，那么他们就会逐渐调整到宽松的工作状态。这种文化塑造是员工难以避免的。此外，企业文化还包含一种信念，这种信念实际上指导着员工的工作。在这场流行病中，许多公司亏损，一些员工依靠信念维持业务运营。这就是企业文化的作用。而且，很多员工进入中小企业后，有些方面与企业不相适应。如果他们能及时调整自己的地位，与企业保持一致，就可以在企业中继续发展。这也是一个企业。文化的引导作用。<BR>2激励的作用<BR>在现代企业的发展中，不可避免地离不开激励机制的建设。好的激励包括两种，一种是物质激励，另一种是精神激励。相对而言，精神激励是建立在企业文化基础之上的。只有良好的企业文化才能真正实施精神激励，使中小企业员工具有强大的内在动力，并能在短时间内实现。获得成长，这种激励是任何物质都难以实现的。特别是在我国目前的经济形势下，人们大多以温饱为生，很少有人专心致志于物质需求。这就要求企业不仅要考虑员工的物质需求，还要从精神层面给予员工一定的激励。这种激励的实质是企业文化。因此，企业文化本质上是一种无形的激励机制。它是激励制度的基础。没有良好的企业文化，任何激励机制都难以发展和变革。<BR>三。约束<BR>除了激励，中小企业的发展也离不开对人才的约束。只有激励和约束同时发挥作用，才能保证企业员工的正常工作。中小企业大多处于企业发展的初级阶段，许多规章制度实际上还不完善。即使企业管理者不断检查缺陷，也难以避免管理漏洞。一方面，企业管理者需要不断用“硬制度”约束员工，让员工知道自己能做什么，不能做什么；另一方面，需要用企业文化建设，让员工即使知道一些管理漏洞也能挺身而出。从企业管理的角度考虑，而不是利用这些漏洞谋取私利。在许多中小企业的管理中，存在着一个误区，即片面地用硬制度来制约。笔者看到一些公司制定了一些非常奇怪的制度，比如检查工作服。如果着装稍有不规范，就要罚款，这种制度显然对煤矿工人不友好。如果用这种制度来约束员工，就会适得其反。只有让企业文化融入其中，员工才能从内心接受一定的约束。<BR>4凝聚<BR>在这场风波中，很多中小企业都有很强的凝聚力，让企业渡过难关，因为在日常工作中，管理者已经注意到企业文化的凝聚力价值。良好的企业文化会让员工对公司有一种非同寻常的归属感，甚至把公司当成自己的家。而且，在日常的沟通中，管理者、中层干部和基层员工可以有更好的沟通，因为在这样的企业文化中，员工有主人翁精神，他们的心是自我寄托的，所以不会过于依赖自己。受到上级和下级的约束，更愿意主动给管理者一些内部意见，这对企业的发展非常有利。