Research Of Corporate Culture Of Parent-Subsidiary Corporation In China

From the beginning of 1980s,China’s intervention take "matchmaker" has set up a number of rely on administrative relationship between the embryonic form of the unified management of the enterprise group. In the 90’s, with the development of the market economy, a number of more formal parent subsidiary companies have emerged in the form of property rights transformation and free combination. At present, the biggest problem in the management of parent subsidiary companies is the lack of common values and behavior norms between parent and subsidiary companies. If we can establish a set of complete corporate culture management system between the parent company and subsidiary company can not only realize collaboration and exchange between the parent company and subsidiary company active, effectively solve the above problems, but also to strengthen the cohesion between the parent and subsidiary company, conducive to the realization of the coordinated development of the parent company, is conducive to the establishment of parent company a good corporate image, and is conducive to the promotion of technological innovation of the parent company and subsidiary company, let the parent company get better development.Parent-subsidiary corporate culture construction is a sort of management subsidiary of parent company business use of common values, common goals and the management is different from the formal bureaucratic management, is informal, internal management methods. Currently in the process of the parent-subsidiary company enterprise culture construction, in the layer of material culture construction ignored factors of "person", do not pay attention to employee participation and development. In the layer of system culture construction not to implement the spirit of the enterprise to the enterprise system and enterprise culture construction of the spirit layer and system layer seriously out of touch, in the surface behavior culture construction layer behavior, in the layer of spirit culture construction, parent and subsidiary companies and values, management philosophy, mission and vision of the exist larger differences.Analysis of specific cases of the domestic and foreign parent company enterprise culture construction, is not difficult to find, in parent-subsidiary enterprise culture construction process, "people" is determinant, must be put in the first place, at the same time, efforts to foster enterprises and employees of common values, in the process of the construction of enterprise culture and spirit to ensure that enterprise and employee values are consistent, the system to ensure enterprise system and enterprise values are consistent, the soft management and hard to manage the ingenious combination of. To implement the parent-subsidiary company enterprise culture construction, in principle, on the one hand, subsidiary should be set compatible with the overall objectives of the parent company’s corporate culture:not only to meet the enterprise personality and characteristics of the industry, also with the parent company’s strategic objectives match; on the other hand, stages and levels to carry on the enterprise culture construction. In the enterprise culture construction of the concrete implementation process, at the level of the system, through the cultivation of corporate culture and cross culture training to create a unified enterprise appearance. In behavioral level, to give full play to the exemplary typical leading role, also to the outdoor manager the words and deeds of the dissemination of mother company corporate culture; at the level of the system, the change of enterprise value for the standardized management system, strengthen the exchange and communication between the staff and management; in the spirit level, the most important is to make all the staff to reach a consensus on the corporate culture and the cultural differences into a competitive advantage. Finally, the enterprise managers and employees to recognize their own role in the construction of enterprise culture, a clear understanding of their role.