1、指导作用企业文化是一种无形的塑造力量，它不仅仅对组织有着塑造作用，

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，它不仅仅对组织有着塑造作用，也对员工的思维和行为有着不同程度的塑造作用。很多员工初入社会，进入到中小企业当中，最先影响他们的就是企业的文化，例如，如果一个中小企业工作氛围是相对松弛的，那么他逐渐就会调整到一种松弛的工作状态，企业文化的这种塑造是员工难以回避的。此外，企业文化包含着一种信念，这种信念其实也是指导着员工在进行工作，在这次疫情期间，很多企业亏损，一些员工靠着信念来维持企业运转，这就是企业文化的作用。并且，很多员工在进入中小企业之后，他们的各个方面有一些和企业是不匹配的，如果他们能够及时调整自己的状态，和企业在一个轨道上面，就能在企业当中继续发展，这也是企业文化的一种指导作用。<BR>2、激励作用<BR>在现代企业发展当中，必然离不开激励机制的构建，好的激励包括两种，一种是物质激励，一种是精神激励。而相对来说，精神激励是以企业文化为基础，只有好的企业文化，才能让精神激励真正落实到实处，从而让中小企业员工产生极强的内驱力，并且能够在较短的时间内得到成长，而这种激励是任何物质难以实现的。尤其在当前我国经济形势下，人们生活大都是温饱的，很少有人专门为物质而奔波，这就要求企业不仅仅要考虑员工的物质需求，也要能够从精神层面给予员工一些激励，而这种激励的本质还是企业文化。所以，企业文化实质上是一种无形的激励机制，它是激励制度的基础，如果没有好的企业文化，任何激励机制都难以得到好的发展和变化。<BR>3、约束作用<BR>中小企业的发展除了激励，也离不开对人才的约束，只有激励和约束同时发挥作用，才能保证企业员工正常工作。中小企业大都处于企业发展的初级阶段，很多规则制度其实是不完备的。即便企业管理者不断查缺补漏，也难以避免管理漏洞的出现。一方面，企业管理者需要不断利用“硬制度”约束员工，让员工知其可以为，知其不可以为之；另一方面，需要利用企业文化建设，让员工即便知道一些管理漏洞，也会站在企业管理的角度去思考，而不会利用这些漏洞牟取个人私利。在很多中小企业管理当中，存在着一种误区，就是片面利用硬制度来约束，笔者曾经见过一些企业制订一些非常奇葩的制度，例如检查工作服着装，如果着装稍微有一点不符合规范，就要罚钱，这种制度明显对煤矿工人是不友好的，如果单靠这种制度来约束员工，会起到反作用。只有让企业文化加入其中，才能让员工从内心来接受某些约束。<BR>4、凝聚作用<BR>在这次疫情期间，很多中小企业凝聚力非常强，让企业度过了难关，就是因为在平时的工作当中，管理者注意到了企业文化的凝聚价值。好的企业文化会让员工在企业有着不同寻常的归属感，甚至以企业为家。并且，在日常的沟通当中，会让管理者、中层干部以及基层员工能够有着更好的沟通，因为在这样的企业文化当中，员工有着主人翁精神，他们内心以自己为主人，就不会太在于上下级的约束，而更愿意主动给予管理者一些内心意见，这对于企业的发展是非常有利的。

1、指导作用企业文化是一种无形的塑造力量，它不仅仅对组织有着塑造作用，也对员工的思维和行为有着不同程度的塑造作用。很多员工初入社会，进入到中小企业当中，最先影响他们的就是企业的文化，例如，如果一个中小企业工作氛围是相对松弛的，那么他逐渐就会调整到一种松弛的工作状态，企业文化的这种塑造是员工难以回避的。此外，企业文化包含着一种信念，这种信念其实也是指导着员工在进行工作，在这次疫情期间，很多企业亏损，一些员工靠着信念来维持企业运转，这就是企业文化的作用。并且，很多员工在进入中小企业之后，他们的各个方面有一些和企业是不匹配的，如果他们能够及时调整自己的状态，和企业在一个轨道上面，就能在企业当中继续发展，这也是企业文化的一种指导作用。2、激励作用在现代企业发展当中，必然离不开激励机制的构建，好的激励包括两种，一种是物质激励，一种是精神激励。而相对来说，精神激励是以企业文化为基础，只有好的企业文化，才能让精神激励真正落实到实处，从而让中小企业员工产生极强的内驱力，并且能够在较短的时间内得到成长，而这种激励是任何物质难以实现的。尤其在当前我国经济形势下，人们生活大都是温饱的，很少有人专门为物质而奔波，这就要求企业不仅仅要考虑员工的物质需求，也要能够从精神层面给予员工一些激励，而这种激励的本质还是企业文化。所以，企业文化实质上是一种无形的激励机制，它是激励制度的基础，如果没有好的企业文化，任何激励机制都难以得到好的发展和变化。3、约束作用中小企业的发展除了激励，也离不开对人才的约束，只有激励和约束同时发挥作用，才能保证企业员工正常工作。中小企业大都处于企业发展的初级阶段，很多规则制度其实是不完备的。即便企业管理者不断查缺补漏，也难以避免管理漏洞的出现。一方面，企业管理者需要不断利用“硬制度”约束员工，让员工知其可以为，知其不可以为之；另一方面，需要利用企业文化建设，让员工即便知道一些管理漏洞，也会站在企业管理的角度去思考，而不会利用这些漏洞牟取个人私利。在很多中小企业管理当中，存在着一种误区，就是片面利用硬制度来约束，笔者曾经见过一些企业制订一些非常奇葩的制度，例如检查工作服着装，如果着装稍微有一点不符合规范，就要罚钱，这种制度明显对煤矿工人是不友好的，如果单靠这种制度来约束员工，会起到反作用。只有让企业文化加入其中，才能让员工从内心来接受某些约束。4、凝聚作用在这次疫情期间，很多中小企业凝聚力非常强，让企业度过了难关，就是因为在平时的工作当中，管理者注意到了企业文化的凝聚价值。好的企业文化会让员工在企业有着不同寻常的归属感，甚至以企业为家。并且，在日常的沟通当中，会让管理者、中层干部以及基层员工能够有着更好的沟通，因为在这样的企业文化当中，员工有着主人翁精神，他们内心以自己为主人，就不会太在于上下级的约束，而更愿意主动给予管理者一些内心意见，这对于企业的发展是非常有利的。<BR>