In daily learning and working life, many people have written dissertations, which are a reasoned article for conducting research in various academic fields and describing academic research results. Are you still having trouble getting the papers? The following is an innovative post-financial business culture management paper, which you can share with you。
Thesis keyword: entrepreneurship; values; culture of innovation: learning culture
Abstract of the paper: business culture is the sum of the various cultural phenomena of utility in the management of business, a new management concept and management behaviour. The human person is the subject of intellectual innovation, and information, knowledge is the most important resource, and their exchange and sharing are key to enhancing human innovation. A good business culture is precisely what unites the three, and it constitutes an inexhaustible source of innovation
I. The concept of an enterprise culture
Business culture, a theory that was fragmented from the science system of business management in the 1980s, a new management revolution from the science of tyro to the science of behaviour, and modern management, is a new trend in the development of modern management science, widely described as a success story for business operations, and has received increasing attention from businesses。
Business culture is the sum of the cultural phenomena of utility in the management of business ... It is a new management concept and management behaviour. It emphasizes people-centred and highlights the role of people in the management of business. Emphasis is placed on creating within the enterprise a set of values that business employees identify with as a form of entrepreneurship and a set of management behaviours and activities centred on entrepreneurship. According to weijie, business culture is a concept of value that businesses believe in and practice. In other words, the concept of values that enterprises espouse and promote and actually practice in practice。
Ii. Characteristics of the corporate culture
John cott, a well-known professor at harvard business school, has made an important assertion that business culture plays a significant role in the long-term business performance of enterprises, and that in the near future it is likely to become a key determinant of corporate growth and decline. Business booms and failures and enterprise development are certainly the result of a number of factors. But business culture is certainly a very important factor in business growth and decline. Taking stock of the business culture, there are four broad features:
1. People are at the centre. People are the main subjects of business. The business culture focuses on the values, behaviours, etc. That enterprises have developed among their employees in their management activities. The business culture must therefore reconcile the enterprise's internal relationship from the perspective of its employees and the external relationship of the enterprise from the perspective of its customers. If the business culture departs from the central principle of “people-centred”, it also loses its original identity and will eventually be abandoned by enterprises。
By cultural persons. The key to a business culture that is different from tyro, different from behavioral science, different from rationalist management and different from the administrative-type business management of the past is that it is able to “culturalize” and apply cultural characteristics and patterns to management. To transform people through culture so that they can generate creativity, self-consciousness, and thus a strong sense of identity towards corporate values and entrepreneurship, and then exercise their motivation and role in the workplace. This is an accumulation of roles。
3. Cultural self-awareness. The term cultural self-awareness is derived from the work of mr. Fayssian. Cultural self-awareness refers mainly to the self-consciousness of entrepreneurs who use their cultural points of view to identify the root causes of business problems. Most entrepreneurs, when analysing the causes of the business downturn, tend to highlight issues of finance, institutions, overburdening, etc. Admittedly, these problems do constrain enterprise development to some extent, but they are only phenomena and they are not determinants. The real determinants are culture, the culture behind entrepreneurial management behaviour, and the culture behind employees ' conduct in production and quality management, which is the underlying problem. It is therefore necessary for entrepreneurs to be culturally conscious if they are to run modern businesses, without which they cannot become future entrepreneurs。
4. Cultural dominance. Of all management elements, one must be the dominant factor. Like the tyro system, where economic factors are the dominant factor, behavioural science is the dominant factor in meeting the needs of each body, and business culture is the dominant factor in placing culture at the top of the elements. Since culture is the dominant factor in business culture, it is important to devote considerable effort to its development。
Iii. A culture of innovation in the business culture
In today's world, there is a huge technological divide and a growing trend between enterprises in developed and developing countries. This gap can be bridged through technology transfer (mainly in the form of technological imitation, diffusion and technological spillovers), according to the economic development theory of schumpeter. Seeiels() notes: “the spillover of knowledge (technology) is the acquisition of intellectual outcomes through the exchange of information and does not compensate the creators of knowledge or compensate them less than the value of intellectual outcomes. Knowledge spills and diffusions are different concepts, and they have a broader meaning, covering ways in which knowledge spans time and space, of which they are only one”。
In today's world, the role of innovation has been strengthened and elevated to a social theme in an information-based context. Innovation has become a source of life for enterprises, the scale or cost of production is no longer important, and creativity and flexibility are the most valuable resources. Natural or legal persons are themselves the subjects of economic activity with an innovative awareness and activity. From the top down, every pores of the new economic era must be filled with innovation to deal with tomorrow's uncertainty through the certainty of its own major innovation。
Some studies have shown that successful world-class leading firms are “more sustained by aspirations beyond reality and creativity in low-input output and rarely by a common culture or system”. Thus, it was emphasized that “if sony, honda or yamaha's success is to be explained, it is really their characteristics in terms of the good use of resources that should be studied, not those of management. Instead of placing too much emphasis on learning japanese culture, western managers should ensure that the company has the capacity to struggle hard enough to encourage the relentless pursuit of opportunities for better use of resources”。
It is for this reason that the culture of enterprise innovation in the new economic era and the traditional business culture emphasize that innovation has very different value orientations and specific content. While the former place greater emphasis on the independence, personality and flexibility of economic agents, promote and protect “inspiration” and ingenuity with personal impulses, encourage risk-freeness, stimulate creativity, allow attempts to fail, and respect for human beings is first and foremost reflected in maximizing the legitimate desires of individuals so that their talents and wisdom can be fully released, there is a critical attitude towards traditional corporate cultural concepts such as “collective perception”, “group awareness”, “coherence”, “absolute obedience” and so forth, which are promoted in the industrial economy, which in part stifles personality and creativity. In fact, all the major milestones in the history of world software development have always been created by individuals or small organizations. An innovative, flexible and well-developed system of mobility for individuals is an indispensable cultural factor that keeps silicon valley alive。
Andrew carnegie said that the only irreplaceable capital an institution has is the knowledge and competence of its staff. In order for enterprises to lead their development with knowledge leadership and enter a virtuous circle, knowledge in an enterprise's culture must be managed。
The experience of various managers and professional technicians in the practical activities of enterprises in the knowledge-4 enterprises is a concrete expression of the values of these people and of the framework within which they explore, their business and their business culture. Real enterprises tend to focus on learning and training activities for their employees. Learning activities provided by enterprises, with immediate and inter-temporal returns for human capital owners, are aimed at improving the efficiency of business members and the overall performance of the enterprise in the short term. In addition to business training, self-training in the human capital of modern enterprises is becoming increasingly important. The term “dry secondary school” means the learning of the knowledge, skills and mutual learning of others in the course of their work, both consciously and unconsciously. As a result of the rapid development of the knowledge economy, it is unrealistic for individuals to rely on business training alone to improve the value of human capital, and the acquisition of personal knowledge, technology and so on often lags significantly behind the development of knowledge itself, which requires the human person to learn with consciousness. The simplest way is to learn from others and learn from each other, a learning process that has little investment cost (learning by doing has significantly reduced the opportunity cost of human capital) and is a highly desirable way of investing in human capital. In combination with the school stage of human capital, we can see that for a person the individual's personal income during school study is almost zero (if students are allowed to work and study half-time, the individual's income is not zero, but generally small relative to future earnings), and that the real stage of human capital functioning is at the work stage, where the economic value of human capital can be reflected only in combination with non-human capital, which can be added to the work, a learning activity that is now referred to as a learning organization in enterprise organizations。
There is no doubt that a commitment to knowledge will become the basic qualities and requirements of the new era. For modern enterprises, that is not all. Against the backdrop of an era of economic globalization, information explosion and rapid technological development, the sustainability of the enterprise or its life cycle is most severely challenged, which can only be met by building the learning capacity, speed and willingness of the enterprise organization as a whole, through continuous business change and the development of new business resources and markets. Learning brings benefits and opportunities to businesses. Knowledge builds only on learning, and the starting point for innovation lies in learning, the adaptation of the environment to learning and the ability to adapt to learning, which requires a culture that values learning and is learning-friendly, so that enterprises are no longer a lifelong employing organization but an “organization of lifelong learning”. Modern enterprises can “be good at creating, seeking and transferring knowledge while adapting their behaviour to new knowledge and awareness” only as a learning organization。
Knowledge management builds an intra-enterprise environment for knowledge sharing and innovation by changing the mindsets and behaviour of staff, thereby achieving collective wisdom to improve resilience and innovation and ultimately corporate goals. Unlike information management, which includes the collection, screening, classification, analysis, evaluation and allocation of information, utilization, knowledge management emphasizes the harmonization of information, human resources, knowledge, markets and business processes in order to be most effective and maximize business performance. It follows that the most fundamental difference between knowledge management and information management is the former's emphasis on the development and use of human resources and knowledge。
The human person is the subject of intellectual innovation, and information, knowledge is the most important resource, and their exchange and sharing are key to enhancing human innovation. It is precisely within the three that an excellent business culture can be integrated, constituting an inexhaustible source of entrepreneurial innovation. In order to achieve an excellent business culture in the new economic era, we should do the following:
1. Build a fully participatory enterprise strategy centred on knowledge accumulation, production, acquisition, sharing and utilization. Business strategies are a guarantee that enterprises are guided to meet challenges, take advantage of opportunities and gain advantage. Today, where knowledge is the most important source of business and the main consumer goods, the measure of business success is knowledge (the quantity and quality of knowledge in products and services), not physical assets or inventories. Thus, only a strategic focus on knowledge as a key factor of production and an effort to implement knowledge strategies are essential for managing business。
Promote the integration of human resources, information, knowledge and business processes. In the day-to-day production operations of enterprises, a combination of information, knowledge and human awareness will lead to the generation of new knowledge. At the same time, knowledge (old and new) and information in turn improve the business process of enterprises, thereby improving their performance。
3. Management of knowledge assets. Knowledge as an asset or capital needs to be managed as effectively as other operating resources. Steps in managing knowledge assets include classification, assessment, investment, centralization of new knowledge archives and use of knowledge assets。
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