Study On Culture Of China's Enterprise Management

The enterprise is the basic unite of national economy. However, the culture of management is the most important factor in the development of an enterprise for it is a part of social culture and usually embodies the social culture directly. According to China's really, the theory about how to develop the management culture with Chinese characteristic should be firstly explored and studied, which has a great significance in improving the administration of enterprise, developing our national economy and even advancing the culture of the whole society.Today, although there have been many papers and books about the research of enterprise's culture in China and foreign countries and they has played a certain role in practice, there are few systematic researches which tightly combined culture with the function of enterprise management. For this reason, this paper has mainly discussed the good and bad effects of culture factor on the administrative function of enterprise. Meanwhile, this paper has analyzed the effects of traditional and foreign cultures on the management of enterprise in order to establish the decision-making culture, the organizational culture, the inspiring culture and the leading culture, which are suitable for the development of China's enterprises on the basis of assimilating the essence and reject the dross of traditional and foreign of management.Chapter One General IntroductionThis chapter has presented the research background, the purpose and importance of this whole paper. Through summarizing and evaluating various research results in enterprise's culture from China and foreign countries, the chapter has put forward the research train of thought and research method of the paper, and presented the innovation mentioned in the paper.Chapter Two Theoretical Base of Enterprises' Management CultureFirst, this chapter has summarized the connotation of culture and corporate culture and developed a conception of management culture, which embodied the view of values, the idea of management and the code of conduct. At the same time, it has shown the effect of culture on management in the process of policy decision, organization, inspiring system and leadership, and provided the best pattern for matching culture with management. Second, chapter two has generalized and evaluated the hypothetical theory of human nature, the hierarchal needs theory and the culture circle theory. Finally, chapter two has discussed the relation between culture and management. Management is a kind of culture and has much in common with culture; meanwhile, culture has the management function.Chapter Three Establishment of Decision-making Culture of EnterpriseThis chapter has discussed the effect of cultural conception and difference on six phases in policy decision of enterprise, analyzed the cultural origin of decision-making fault and put forward a viewpoint of modernization of decision-making culture. But it has mainly analyzed and generalized the cultural sources of decision-making culture. These sources are the follows:The first one is the cultural environment in which enterprises exist. Up till now, in China, the feudal traditional culture of agriculture has still affected enterprisers' mind and act, which made them unable to get out of their traditional views of value and small-scale peasant economy. This has prevented enterprisers form becoming a real modern enterpriser. Therefore, Chinese traditional idea has caused lower educational level and comprehensive quality of Chinese enterprisers. And also the imperfect system has brought about some unwise decisions in the special period when the planned economy changed into the market economy.The second one is enterpriser's double status in society. In those days, Chinese enterprisers who were not only officials but also businessmen were directly controlled by China's government and not directed by market when they made decisions. Their double social status comes from the culture in which, under the old system of the planned economy had limited the development of enterpriser's sprit and enterprisers were affected by the traditional culture.The third one is that enterprisers didn't have a scientific decision-making mechanism. Through analyzing the decision-making fault of enterprisers, it was found that much importance was not attached to the fact that culture factor has contributed to decision-making fault of enterprisers. At the end of chapter three, on the basis of the present situations of China's enterprises, the modernization of decision-making culture has been put forward.Chapter Four Change of Organization Culture of EnterpriseThis chapter has first analyzed the effect of traditional culture on the innovation of modern enterprise system, on the transformation of family enterprise system, and on the present situation of organization and structure of enterprise.On the basis of analyzing the culture sources hindering the establishing of modern enterprise system, the paper has pointed out that more efforts must be made to change the traditional cultural idea, to pay much attention to the establishment of credit, to strengthen the system of enterprises and to adjust the ideology if we want to change the organizational culture of enterprise. Therefore, some approaches are put forward in the followings: (1) to develop the awareness of system in the organization culture, including the awareness of administrative system and the ideology of balance of power. (2) to well treat two relationships in the organizational culture, namely, the relationship between organizational culture and organizational system, the relationship between management of the system and the personal administration.(3) to construct an organizational culture with learning as its main content, that is to say, to change the structure of organization; to learn how to study; to attach importance to the initiative study and the systematic training at one time; and to construct infrastructures for study etc.Chapter Five Innovation of Inspiring Culture of EnterpriseThis chapter has firstly rearranged the relevant contents of the inspiring ideology of ancient management and analyzed the relation between inspiring mechanism and culture background of enterprise in the U.S.A and Japan. Meanwhile, the system of values of China's enterprises is changed on the basis of inheriting and developing the essence of Chinese traditional culture and of using the positive elements from Japanese and American Values for reference. According to the idea that enterprises learn widely from others' strong points and that innovated spirit is used for reference, human needs are recognize to avoid an one-sidedness that either focused on spirit reward or on material reward; and the excitation culture is designed to deal with concrete matters relation to work and to discuss ideological guidelines, which is concerned with the means of managerial technology and the administrative measures. This excitation culture is made up of two inspiring patterns, one pattern consists of hierarchical pattern, labor-dividing pattern and life cycle pattern, the other is to advocate the spirit of patriotism, devotion to work and innovation, whose purpose is to improve values of staff.Chapter Six Leadership Culture and Enterprise' SpiritThe Chinese traditional culture of leadership with the autocratic at its core appeared as an autocratic leadership culture in the administration of enterprise. The cause contributing to the autocratic leadership culture is the feudal autocracy that has severely held up the development of enterprises, thus, the autocracy should be eliminated to improve the leadership culture.The focal points of chapter six mainly focuses on remodeling the traditional leadership culture through enterpriser's spirit. This chapter has pointed out that, although the Chinese traditional culture held up the development of an enterpriser's spirit, some good things in Chinese traditional culture could held develop enterpriser's spirit, and that the runners of China's enterprises ought to overcome some obstacles, such as their innate deficiency, their moral quality caused by small-sized commodity economy and by imperfect laws, etc, and that the sifted and integrated traditional culture ,and the improved spirit of enterprises should be used harmoniously with social culture to establish a spirit that can promote the development of Chinese Modernization Cause and the growth of marked economy and can keep pace with the times.Chapter Seven Transformation and Development of Corporate Management Culture with Chinese CharacteristicsThis chapter consists of four parts. Firstly, it has put forward the general train of thought about the transformation and development of administrative culture: to inherit the excellent traditional culture→to reject the dross of traditional culture and mundane culture→to use the excellent results of western administrative science for reference→to create the administrative culture of China's modern enterprises. Secondly, through analyzing the cultural perplexity caused by some backward ideas and some unreasonable elements in the traditional culture, the old system and the mundane culture, one of the most important tasks is to get out of the culture trouble and to implement the transformation of administrative culture for an enterprise. Thirdly, the chapter has discussed the optimization of the external environment of enterprise. This is mainly concerned with making good policies by standardizing government's act, and is mainly involved with perfecting a law atmosphere suitable for market economy, and creating an excellent social environment of culture. Finally, this chapter also has pointed out that cross-cultural management is a trend for an enterprise according to the requirement of WTO, and stated that such measures as the awareness of cultural differences, the approval of cultural training, the cross-cultural training, the establishment of cross-cultural values and the implementation of native administration must be taken to construct a proper cross-cultural administrative pattern to achieve the strategic target of enterprises.