Corporate Values

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Value orientation of enterprises and their employees

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Enterprise values are the value orientation of enterprises and their employees.

Chinese name: Corporate Values
Foreign name: Corporate Values

Properties: value orientation
Main role: 4

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Publicity Map of Enterprise Values

For any enterprise, only when most employees Personal values At the same time, the values of the whole enterprise can be formed. Like the behavior of the individual values leader, the values that the enterprise believes in and advocates are the internal basis for the daily operation and management of the enterprise.

Enterprise values refer to the basic values that enterprises hold highly in the process of pursuing business success belief And the goals pursued. Philosophically, values are an idea about the usefulness of objects to the subject. The enterprise values are the ultimate judgments about the meaning of the enterprise that all or most employees of the enterprise agree with.

The value here is a kind of subjective The optional relationship category. Whether a thing has value depends not only on who it is meaningful to, but also on who is making judgments. Different people are likely to make completely different judgments. For example, an enterprise that regards judgment as its standard value will naturally choose the latter when there is a conflict between profit, efficiency and innovation, making profit and efficiency give way.

Similarly, other enterprises may believe that the value of enterprises lies in getting rich, the value of enterprises lies in profits, the value of enterprises lies in services, and the value of enterprises lies in educating people. Then, the values of these enterprises can be referred to as "the value of getting rich", "the value of profit", "the value of service", and "the value of educating people".

In short, enterprise values are the choices made by enterprise decision-makers on the nature, objectives, and operation modes of the enterprise, and are common concepts accepted by employees.

(1) Values are shared by all employees, not by one or two people.

(2) Enterprise values are the main values that dominate the spirit of employees.

(3) Enterprise values are the product of long-term accumulation, rather than sudden emergence.

(4) Corporate values are the result of conscious cultivation rather than spontaneous generation.

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Corporate Values

Values are the core of corporate culture. Philip Selzhilik Said: "An organization is established by the persistence of decision-makers in values, that is, the choices made by decision-makers when deciding the nature, special objectives, operation methods and roles of the enterprise. Usually these values are not written or may not be formed intentionally leader We must be good at promoting and protecting these values. If we only pay attention to success, we will fail. In short, the survival of an organization is actually the maintenance of its values and the recognition of its values. "

In fact, the core of corporate culture is values, which are the spiritual bond connecting all employees; Values are the internal driving force for the survival and development of enterprises; Values are the basis of the enterprise behavior standard system.

soul

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corporate culture

Corporate values are Enterprise spirit To ensure that employees move towards a unified goal. The development and improvement of enterprise values is an endless task. Managers at all levels of the enterprise should seriously consider what is the most practical and effective values of the enterprise, and then constantly review and discuss them to keep these values alive. In fact, this will help everyone to unify their thinking, step in step and promote development. GE's strictness and its emphasis on shared values are not contradictory things. Both come from the same source - enterprises must master their own destiny.

Numerous examples have proved that the success or failure of the construction of enterprise values determines the survival of an enterprise. Therefore, successful enterprises attach great importance to the construction of enterprise values and require employees to consciously promote and disseminate their own values. In order to let employees understand the values of the enterprise, the values should be expressed in concrete language, rather than in abstract and too general language.

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Values include four aspects

1. It is the standard to judge good and evil;

2. The core values are the group's recognition of the cause and objectives, especially the pursuit and vision of the enterprise;

3. On the basis of this recognition, the pursuit of goals is formed;

4. Form a common realm.

Promotion principle

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Principles for promoting values

The community of interests participates together.

Ensure that the values really reflect the company's long-term goals.

Values should inspire people.

Focus on key drivers of values.

Identify the behaviors and practices that will cause the enterprise values to change in the ideal direction.

Adopt concepts and terms that can be used for management in enterprise values.

Be sure to use simple and understandable language.

Ensure that all elements of corporate values can be clearly translated into behavior

Historical development

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In the development process of western enterprises, corporate values have undergone various forms of evolution, including Maximum profit value 、 Management Values And social mutual benefit values are typical enterprise values, which represent the basic beliefs and value orientations of western enterprises in three different historical periods.

Corporate Values

The value of maximum profit refers to that all management decisions and actions of an enterprise focus on how to obtain the maximum profit to evaluate the quality of its operation.

The value of operation and management refers to the fact that an enterprise has expanded its scale, complex organization, huge investment and dispersed investors, controller The values formed by the operation and management entrusted by investors. Generally speaking, in addition to making profits for investors as much as possible, we also attach great importance to the realization of the self value of enterprise personnel.

The value of mutual benefit in corporate society is a kind of corporate value in western society that rose in the 1970s Enterprise profit When we are at a high level, we should coordinate the interests of employees, enterprises and the society, and we should not be biased.

One of the most prominent characteristics of the values of contemporary enterprises is that they focus on people and are guided by the humanistic thought of caring and caring for people. In the past, corporate culture also took talent training as an important content, but only limited to talent training as a means. Some western enterprises attach great importance to investing in staff technical training and skill training as a way for enterprises to improve efficiency and obtain more profits. In fact, this practice treats people as tools. The so-called talent training is just to improve the performance of tools and improve the efficiency of use. The development trend of contemporary enterprises has begun to regard human development as an end rather than a simple means, which is a fundamental change in enterprise values. Whether an enterprise can provide employees with a good environment suitable for human development, and whether it can create all possible conditions for human development, is the fundamental sign to measure whether a contemporary enterprise is good or bad, or advanced or backward.

German thinker Kant It has been pointed out that after all kinds of conflicts, sacrifices, hard struggles and long and tortuous journey, history will point to a beautiful society that gives full play to all human talents. along with Modern science and technology The real wealth of modern and 21st century civilization will increasingly be manifested in the realization of human domination of the objective world through the exertion of the essential power of the subject. This requires sufficiency Human's all-round development It is of great significance to study the all-round development of people, whether for people in enterprises or for the whole society.^[1]

Main role

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Spiritual support

Corporate Values

Enterprise values establish the spiritual pillar for the survival and development of enterprises. Enterprise values are the criteria by which enterprise leaders and employees judge things. Once established and become the consensus of all members, long-term stability will emerge, and even become the belief shared by several generations, which has lasting spiritual support for the enterprise. When individual values are consistent with enterprise values, employees will regard working for the enterprise as striving for their own ideals. In the development process of an enterprise, it always encounters good times and frustrations. If an enterprise can make its values accepted by all employees and take pride in them, then it will have a strong spiritual pillar to overcome various difficulties.

Basic characteristics

Enterprise values determine the basic characteristics of enterprises. In different social conditions or periods, there will be a value that is considered to be the most fundamental and important value judgment Other values can be "converted" into this value through certain standards and methods. This value is called "standard value". Enterprise as independent economic entity and cultural community , which is bound to form Standard values 。 This standard value determines the personality of the enterprise and determines the development direction of the enterprise. For example, an enterprise that regards profit as its standard value will naturally choose the former when there are contradictions and conflicts between profit and innovation and reputation, making innovation and reputation subject to the needs of profit.

Guide specification

Corporate values play a role in the behavior of enterprises and employees guide And normative role. Enterprise values are dominant in enterprises Management awareness It can regulate the behavior of enterprise leaders and employees, so that employees can easily reach consensus on specific issues. Thus, the operation cost of the enterprise is greatly saved and the operation efficiency of the enterprise is improved. The role of enterprise values in guiding and regulating the behavior of enterprises and employees is not through rigid rules and regulations Management means It is realized through the guidance of group atmosphere and common consciousness.

Generate cohesion

Corporate Values

Enterprise values can generate cohesion and encourage employees to release their potential. The vitality of an enterprise is the result of the overall force (resultant force) of the enterprise. The stronger the joint forces of enterprises, the stronger the vitality triggered.

First, establish unified values through the words and deeds of enterprise leaders. The enterprise values of employees are not innate and need to be instilled and publicized by the enterprise. After constant subtle influence, employees can gradually accept and internalize the enterprise values. In this process, the advocacy and propaganda of enterprise leaders are needed to deepen the understanding of values.

Second, improve the supporting mechanism, and the enterprise values permeate every link in the daily operation and management process of the enterprise.

Third, shape the enterprise spirit. It includes the enterprise tradition, awareness of the times, basic beliefs, values and concepts that an enterprise should have. Successful enterprises have their own entrepreneurial spirit.^[2]

Risk

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When shaping shared values, we should not only see the benefits it will bring, but also see the possible dangers, which mainly include the following:

(1) The danger of obsolescence. That is, when the economic environment changes, the original shared values still firmly dominate people's behavior, preventing enterprises from adapting to the new environment. It can be imagined that a clothing company that has firmly established the value of "durability" will be more difficult to adapt to the "fashion craze" of customers.

(2) The danger of stereotyping is that it is unwilling or difficult to seize opportunities other than those emphasized by shared values.

(3) The danger of inconsistency is the danger of inconsistency between words and deeds. As a general manager, he usually persuasively publicizes the value (view) of better customer service, but whenever the end of the year is approaching, he only cares about the financial situation and leaves customers aside.

Terrence Deere and Allan Kennedy It points out that for those companies with common values, common values determine the basic characteristics of the company and make it different. Similarly, these shared values create the essence of the company's employees and make them feel different. More importantly, such values have become a real thing not only in the minds of senior managers, but also in the minds of most people in the company. It is the whole Corporate culture system , even the cultural core of the entire enterprise's operation, regulation, control and implementation of daily operations, is the basis for the survival of the enterprise, and is also the spiritual power for the enterprise to pursue success.^[2]

Judgment criteria

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Enterprise values are the only standard for enterprises to judge right and wrong

Values are the general and fundamental views of the value object formed by the value subject in the long-term work and life. They are a long-term formed value system with distinctive evaluation characteristics. Once values are formed, they become the basis for people to make decisions. American management experts Peters and Waterman pointed out after in-depth investigation of internationally renowned successful enterprises that all the excellent companies they studied were very clear about what they advocated, and they seriously established and formed The value of the company Guidelines. In fact, if a company lacks clear values or values are incorrect, we doubt whether it is likely to achieve operational success. Deere and Kennedy also pointed out that Common values For those companies, common values determine the basic characteristics of the company and make it different. More importantly, in this way, values become a real thing not only in the minds of senior managers, but also in the minds of most people in the company. It is the cultural core of the entire corporate culture system, and even the entire corporate operation, regulation, control and implementation of daily operations. It is the basis for the survival of enterprises, and also the spiritual motivation for enterprises to pursue success.

The most concentrated embodiment of the role of values is how to do when enterprises or individual enterprises face contradictions in the process of enterprise operation and are in a dilemma. This can be done, that can also be done, but there must be a decision, which is supported by values. What is advocated? Against what? What to promote (this article comes from Deng Zhenghong's column on quality training)? Suppress what? What are the basic business ethics and enterprise spirit? Enterprise belief Must follow the general moral principles of industrial society, and effectively deal with individual values A series of important relationships between the norms; This will restrict and encourage the decision-making behavior of all employees, respect the status of stakeholders or meet the interests of stakeholders.

Enterprise values are the criteria for misjudgment of enterprise leaders and employees. Once they are established and become the consensus of all employees, they will become long-term beliefs and have lasting spiritual support for the enterprise. Famous American psychologist Maslow It points out that human needs are hierarchical, not only basic needs such as physiology and security, but also high-level spiritual needs such as emotion, self-esteem and self realization. High level spiritual needs are generally expressed in the form of ideals, beliefs, ethics and morality based on values. When the individual values are consistent with the enterprise values (this article is from the column of Deng Zhenghong in Quality Training), employees will regard working for the enterprise as striving for their own ideals. In the process of development, enterprises always encounter good times and setbacks. If an enterprise can make its values accepted by all employees and take pride in them, it will have a strong spiritual pillar to overcome various difficulties. Many famous entrepreneurs believe that the most important condition for the long-term survival of an enterprise is not the capital or management skills of the enterprise, but the correct enterprise values. The fate of an enterprise is ultimately determined by its values.

strategic management

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It is found that under different value systems, the development strategies of American enterprises, Japanese enterprises and European enterprises show obvious inconsistent characteristics. Some enterprises have adopted completely different strategies for development under similar internal and external conditions. For example, as a pharmaceutical and health product enterprise, Giant Group adopted multi-sidedness And the strategy of extreme expansion, Sanzhu Group Adopt professional strategy and implement it through large-scale marketing Market development strategy Tianjin Tianshili Group has put forward the concept of "Chinese medicine achievements are shared by the world", and adopted a comprehensive innovation and focused development strategy. There are many factors that cause their strategic differences, among which the enterprise values of different countries and companies are important factors that cannot be ignored. Although the research background is different, the research results of many scholars reflect the close relationship between values and strategic management, mainly including:

1． Mckinsey 7s theory of

In 1980, waterman, peters and phillips put forward this theory. Later Pascal and Athos Through a comparative study of Japanese and American enterprises, this theory is demonstrated. According to this theory, the seven most important factors in the strategic process can be expressed in seven English words beginning with "s", they are strategy, structure, system, style, staff, skills and superior goals. In this model, common values play a central role. Only when these factors form a harmonious whole can an enterprise succeed.

Peters and Waterman further clearly pointed out in the book "Pursuing Excellence" published in the 1980s that advocating service, quality and innovation are common to successful companies or companies pursuing excellence. These values provide competitive advantages for enterprises, and thus become key factors to be considered in strategic management.

2. Five dimensional theory of culture

According to Dutch scholars Hofstead Research, national culture The differences can be described and compared in five dimensions. These five dimensions are essentially five aspects of values. They are: Power distance , the degree of avoidance of uncertainty, individualism/collectivism, masculinity/gentleness and short-term/long-term orientation. Power distance refers to Members of society Acceptance of the unequal distribution of rights in the organization. The larger the power distance is, the more autocratic and dictatorial the strategic decision of the enterprise is. The enterprise is a centralized organizational structure. The smaller the power distance is, the more democratic and decentralized the organizational structure people expect.

Under the trend of collectivism, people tend to accept the constraints of closely linked social organizations and are willing to distinguish between people inside and outside the organization. Under the trend of individualism, people have the values of independent life, privacy and emotional independence.

The masculine/feminine awareness is mainly reflected in the view of competition. The masculine awareness encourages fierce competition, while the feminine awareness emphasizes the moderation and harmony, care for others, and focus on the quality of life.

The attitude of avoiding uncertainty is mainly the attitude towards risk. Strongly avoiding uncertainty is the value of risk aversion. Generally, it tends to establish a highly formal, institutionalized and hierarchical organization to avoid risks. On the contrary, risk-taking values prefer flexible and uncertain structures.

The short-term/long-term orientation mainly reflects the tendency of people to balance the future and interests.

Five dimensional theory proposes specific value factors that affect the process of strategic management.

3. Prahald's dominant logic

Prahad It is believed that the enterprise has formed a series of Directional thinking It becomes the basis for enterprises to judge the value of things. It is like a filter, enabling enterprises to focus on some parts and ignore others when analyzing various data information and formulating strategies. Directional thinking is essentially a manifestation of values.

4. Strategic management Cultural school

The epitome of the research on the impact of values on strategic management is strategic management The most important point of this school is that the process of strategic management is a process of social interaction, which is based on the sharing and unity of the values, beliefs and understanding of the strategy of the members of the organization. It breaks through the basic and guiding role of values in the whole process of strategic management.

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Strategic management includes three stages: Enterprise strategy analysis Formulation, evaluation and selection of strategic plans; Strategy implementation and control. The influence of values on strategic management is permeated in every step of every stage.

Strategic analysis stage

This stage includes the analysis of the enterprise's macro political, economic, cultural environment, industry, competitors and internal resource capabilities.

The internal and external environment of the enterprise exists objectively and develops according to its inherent laws. The values of the enterprise influence the company's performance by influencing its subjective judgment and understanding of these objective existence and development trends strategic analysis 。 Specifically, it can have the following performances:

(1) Is the enterprise based on market positioning, opportunity orientation, or internal capability, and capability orientation? Nokia's transformation from a paper maker to the world's largest mobile phone manufacturer is the result of market positioning selection, while Intel has always insisted on developing in the chip field, which is full attention to the enterprise Core competence 。

(2) For different external environments, the attitude and judgment of enterprises may be different. Do they regard it as an opportunity or a threat? When household appliances enter the international market, Haier adopts the strategy of "first difficult, then easy". They think that the place that is a threat is more an opportunity, while many other household appliance enterprises choose the economically backward Third World Countries As the main goal of its overseas expansion strategy.

(3) It is a win-win symbiosis with competitors Hypercompetition The relationship is still a vicious competition relationship (the hypothesis behind the theory of evil nature and good nature), which is dominated by competition or cooperation. Linux operating system implements complete code sharing, which enables linux software developers all over the world to work together to develop linux software and improve its performance. Microsoft's Windows system refused to release key code, and used bundling sales and other methods to promote its own other applications.

Strategic plan formulation

This stage includes formulating the mission of the enterprise, establishing strategic objectives, and finally forming a strategic plan for evaluation and selection. Different values lead to strategic analysis The different conclusions of will inevitably lead to different strategic plans. At the same time, the value judgment of strategic plans will also affect the final choice of strategic plans, as shown in the following:

(1) What is the mission and ultimate goal of the company? Is it the pursuit of profit maximization or social benefit maximization? Is customer first or shareholder first? Focus on technology or market? The answers to these questions belong to the scope of enterprise values.

(2) Do you value long-term interests or short-term interests? This is an important issue in strategic selection and evaluation. Many small domestic companies have no long-term goals and use various illegal means to compete in order to make huge profits in the short term. However, most excellent companies with good traditions put long-term interests first.

(3) Encourage competition or collaboration? GM, Ford Daimler Chrysler , Fiat, Mitsubishi, etc. have established a close relationship between you and me through mutual shareholding partnership 。 While inter and amd, Coca Cola and Pepsi Cola The competition between KFC and McDonald's is fierce.

(4) Democratic decision-making or Paternalism , a word of truth? Many enterprises make concerted efforts to fully mobilize the enthusiasm of enterprise staff when formulating enterprise strategies. The strategy is formulated from the bottom up and from top to bottom, while some enterprises are completely decided by the boss.

(5) Willing to take risks, continuous innovation or steady development, mature and prudent.

Strategy implementation control

Strategy implementation and control is the action phase of the strategic management process, which mainly includes the launching of strategies, the decomposition of strategic plans, the implementation of strategies in business activities, the feedback, control and evaluation of strategy implementation. The mode of strategy implementation is generally divided into command type, transformational type, cooperative type and cultural type. Different implementation types reflect the reality of enterprise values.

(1) Command type: as its name implies, it is boss driven, top-down driven, centralized, and in line with the "economic man" hypothesis.

(2) Transformational: This model is driven by environmental change, generally from top to bottom, with relatively concentrated power, and is mainly based on the assumption of "economic man".

(3) Cooperation type: the cooperation type mode is composed of Senior management and middle manager Jointly participate in the whole process of strategy formulation and implementation, so it is driven by the management. It combines top-down and top-down promotion, with appropriate authorization, and combines the "economic man" hypothesis with "Self actualizing person" hypothesis Combination.

(4) Cultural: This is a model of mobilizing all employees to participate in the formulation and implementation of strategies on the basis of cooperation. Therefore, it is an all staff driven model, which combines top-down and bottom-up approaches to fully delegate to subordinates“ Self actualizing person ”Assumptions of.

Drive management

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With the advent of the post industrial era or the so-called knowledge economy era, and the rapid changes in the environment, many excellent enterprises have gradually entered from scientific management cultural management In the era, how to mobilize the enthusiasm of all employees and adapt to the environment through learning and innovation has become the primary task of strategic management. In this case, in the 1990s vision (vision) driven management has become a new strategic management model and has been rapidly promoted.

The so-called strategic intention proposed by Hamel and Prahalad is influential and representative, Peter Senge Proposed Shared vision (sharedvision) and Collins The visionary company proposed by Paulas. These scholars have been working with IBM, Intel In the summary of the reasons for the success of HP, Sony and other companies that have been successful for a long time, it is found that keeping the core values and mission unchanged while making goals, strategies and actions adapt to the changing environment is the reason for enterprises to constantly update themselves and achieve long-term outstanding performance, while building and implementing an excellent corporate vision is the key to the success of enterprises. Specifically:

The vision of an enterprise includes two parts. One is the core philosophy and the envisioned future of the enterprise. The former includes the core values and core mission of the enterprise, which is used to specify the basic values and reasons for the existence of the enterprise, and is a long-term constant factor of the enterprise. The latter is the grand vision and vivid description that the enterprise will strive to achieve in the next 10 to 30 years. They are things that enterprises create and need significant change and progress to obtain.

The core belief stipulates the durability of the enterprise, which is the most basic and lasting belief of the enterprise. It is intrinsic and independent of environmental changes, competitive requirements and management fashion. The core belief must be shared by the members of the enterprise. It is the value valued by every employee. Its formation process in the enterprise is a self realization process of an organization,

The role of the future vision is to stimulate change and progress. It is clear and powerful. It is the focus of people's efforts and the catalyst of team spirit. It can stimulate the enthusiasm and motivation of employees through passionate and firm description of the grand vision.

The vision driven management model not only needs to establish an excellent vision, but also needs to create various effective mechanisms to ensure the maintenance of core beliefs and stimulate the change of future scenes. These mechanisms include more effective Corporate culture atmosphere , employee selection and training suitable for the characteristics of the enterprise, leader selection mechanism for internal growth of the enterprise, and insatiable self-improvement and self transcendence mechanism.

Vision driven is a concentrated embodiment of cultural management thought in strategic management thought. It is the first time to manage values, shape corporate culture and Enterprise strategic management Effectively unify Soft management And hard management Enterprise system Unify with the core beliefs of the enterprise, so as to unify the self realization of individuals and the self realization of organizations, and unify the continuous success of the enterprise and the long-term stability of enterprise values. It can be predicted that vision driven management will become a new trend in the development of enterprise strategic management in this century.

Main impacts

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A company's values - what it agrees with and what people believe in in the company - are important for its success in competition. In fact, values drive the business future of enterprises. It is difficult to establish a good corporate value that is conducive to the continuous success of the company. The vocabulary of values is relatively easy to write, but it needs the company's top leaders and their management teams to make hard efforts to manage and implement them well to make them the real driving force for people's behavior.

The disguised "values" are more terrible than the lack of values Corporate culture construction Before the boom, experts unanimously criticized Chinese enterprises for their "lack of values". In fact, the enterprises did not clearly put forward their common values in the name of the organization, or they did not clearly understand their own Business management The basic beliefs and principles advocated and followed in the, but in the process of its operation, every business behavior, everything within the enterprise, all reflect the values of the enterprise, just not clear and written.

However, with the popularization of the concept of corporate culture, even when the cleaners can "recite" the company's values, it is a dangerous signal.

Enron The bankruptcy of, Enron (Enron), which is headquartered in Houston The world energy giant, ranking seventh among the global top 500 enterprises, had a business scale of more than 100 billion yuan in 2000, which is the best job choice that many Americans dream of. It was once considered as a model for the development of traditional industries in the new economic era, doing real business and having a good innovation mechanism. "Communication, respect, integrity and excellence" are Enron's values, but a series of facts that led to Enron's bankruptcy have proved that its "values" are actually a disguise. When this disguise is exposed, the myth of Enron will be broken, and the unemployed ordinary employees are the biggest victims.

interpersonal relationship

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Enterprise Values and Interpersonal Relations within Enterprises

The so-called internal enterprise interpersonal relationship It is the general term of the mutual relationship formed by people in the common enterprise practice activities. It is the psychological distance between people generated in people's communication, which reflects the pursuit of satisfaction mentality 。 The interpersonal relationship is linked by emotion. Different interpersonal relationships will lead to different emotional experiences, which in turn weaken or deepen this interpersonal relationship. The interpersonal relationship within an enterprise is generally divided into two levels, namely Formal organization Interpersonal relationships and Informal organizations interpersonal relationship.

1. The unity of values and ideology is the cornerstone of interpersonal relationships within the enterprise

Only when there is unity in values and ideology, can harmonious interpersonal relationships be easily formed within the enterprise. Only when cadres and masses, and employees are united and friendly, considerate and intimate, can psychological barriers be eliminated, contradictions and disputes be reduced, and the reefs affecting unity be avoided, can an invulnerable group be formed. Therefore, only when the internal values and ideas of the enterprise are unified, can they resonate with each other, integrate each other in destiny, and share joys, joys and sorrows. This is undoubtedly an important symbol of the coordination of enterprise interpersonal relations.

2. The interaction and coordination of values and interests is the core of interpersonal relationships within the enterprise

Equality, fraternity, mutual assistance and mutual benefit are both the principles of interpersonal communication and the signs of interpersonal coordination. Therefore, within the enterprise, the majority of employees should not only do their own work well with great enthusiasm and initiative, but more importantly, through the interaction and coordination of values and interests, they should help each other, create conditions and meet each other's needs. Only reasonable coordination in terms of values and interests is the most practical reflection of enterprise interpersonal relationship coordination. On the contrary, it is difficult to talk about the establishment of a good interpersonal relationship, let alone the development and consolidation of the enterprise, if we only talk about taking, not about dedication, and using the public for personal gain.

3. Communication on value information is the key to the formation of healthy interpersonal relationships within the enterprise

The internal interpersonal relationship of the enterprise should be open, that is, the superior should give orders, the inferior should know and communicate with each other. The leaders know what the employees need, try their best to meet it, and what the leaders want. The employees know clearly, do their duty, contribute their wisdom, and work together to revitalize the enterprise. Many enterprises' internal interpersonal relationships are uncoordinated, which is often related to insufficient communication of values information. Abnormal and unhealthy interpersonal relationships within enterprises tend to be lax and united, eroding the soul, distorting and vulgarizing the normal interpersonal relationships within enterprises. Therefore, the communication of values information is the key to the formation of healthy interpersonal relationships

4. The consistency of values in practice is the guarantee of interpersonal relationships within the enterprise

Within the enterprise, the consistency of values in practice is shown by the fact that employees obey orders, follow commands and keep pace. Only by reaching an agreement on the practice of values can a united, harmonious and warm a cluster of enterprises If the relationship between leaders and employees in the enterprise is harmonious, the work can be well coordinated and the production efficiency will be doubled. On the contrary, if the practice of values is inconsistent and goes its own way, it will bring trouble and pain to people, affect the mental state of the staff, make the staff's abundant energy wasted, and the production efficiency will naturally decline. It can be seen that the consistency of values in practice is a real sign of the coordination of interpersonal relationships within the enterprise.

How to cultivate

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1. Leaders set an example

2. Teach employees how to think about enterprise values through speeches

3. Initiate employees to describe the connotation of human values

4. Find out the explicit enterprise values with employees

5. Summarize values

excellent

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Punod "Love, integrity, creation and dedication";

China Mobile ——"Good morality, good health and perfection";

IBM - "Help customers bring value";

Wanyou Group - let 300 million people enjoy reliable and professional legal services;

Disney - healthy and creative;

Cadbury - competitiveness, quality, clear goals, simplicity, openness, responsibility ；

Merrill Lynch - customer oriented, respect for individuals, team spirit, responsible citizenship, integrity and honesty;

HP - respect individuals;

Merck Pharmaceuticals - the sense of social responsibility of the enterprise, the unambiguous quality requirements of all aspects of the enterprise, the innovation based on science and technology, honesty, integrity and profitability - profits from the work that benefits mankind;

Sony - to improve Japan's national culture and status, to become an industry pioneer rather than follow, to challenge the impossible, to rebirth and to encourage personal ability and creativity;

IKEA - innovation, humanization, simplicity, pursuing the interests and willpower of most customers;

Reuters - accurate, independent, reliable and open, timely, innovative and customer-oriented;

American military - loyalty, responsibility, dignity, selfless service, sense of honor, integrity, and personal spirit;

Motorola ——Keep noble integrity and respect people forever;

P&G - leadership, sense of ownership, honesty, integrity, positive competitiveness and trust.

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