The influence of the hottest corporate culture on

The influence of corporate culture on informatization

corporate culture and informatization are like a person's spiritual activities and context. There are countless connections between them, which are independent of each other and affect each other. One thing in common is that both of them are very important in the operation of enterprises. For people engaged in information construction, it is very meaningful to clarify the impact of enterprise culture on information construction. The forms of corporate culture vary greatly. Next, we will discuss the relationship between corporate culture and informatization through state-owned enterprises, an enterprise group with distinct category characteristics

I. The current situation and characteristics of enterprise culture in state-owned enterprises

1. The current situation of state-owned enterprise culture

enterprise culture is the way of doing things of enterprises and the summary and summary of enterprise spiritual activities. The main contents are enterprise values, enterprise spirit, enterprise management, enterprise fashion, and moral norms that enterprise employees abide by. Due to historical reasons and institutional constraints, and transforming them into 3D printable wire ties, state-owned enterprises have long survived under the protection of national systems and policies, with deep imprints of the government's way of doing things, insufficient vitality of enterprises, and lack of personality. Most state-owned enterprises have relative scale advantages, but it is difficult to establish a strong competitive position that is really ahead of or different from others, and they are in an embarrassing situation of being large but not strong. Over the years, state-owned enterprises have made some exploration and efforts in the construction of corporate culture, but the effect is not optimistic. The fundamental reason is that corporate culture is a spiritual product derived from the enterprise's own system and behavior, and the enterprise's internal system and behavior are the basis and main body of corporate culture. At present, the common practice is to "create" corporate culture through some "welfare departments" (Human Resources Department, labor union) and "mouthpiece departments" (Publicity Department) to establish models, engage in text publicity, labor union activities and other ways. The above behavior can only make the enterprise have the illusion of "having corporate culture", but it is difficult to play the substantive role of CO prosperity and symbiosis between culture and the enterprise itself. It can be said that at present, the construction of corporate culture in most state-owned enterprises is in the primary stage, and a healthy corporate culture has not been formed, which can not provide sufficient support for the benign operation of enterprises

2. The impact of bureaucracy on state-owned enterprises

the significance of enterprise existence is to give full play to the maximum efficiency of productivity, create wealth for society, and provide growth space for enterprise participants. In the environment of market economy, the survival and development of enterprises must be based on scientific rules, based on the reasonable transformation and adaptation of the external and internal environment. Advocating people-oriented, customer-centered and scientific management is the premise of long-term development of enterprises. The bureaucratism of the enterprise refers to that the behavior of the enterprise is carried out around the will and judgment of the "official". Different from the scientific decision-making of the management, the evaluation standard of the goal is not whether it brings benefits to the enterprise, but whether it conforms to the personal will of the "official". If there is a difference between the two standards, it may cause losses to the interests of the enterprise; Officialdom may also mean that the lower level personnel of the enterprise lose their initiative and creativity, and the executives are unwilling to break through the boundaries set by their superiors to consider problems, or even if the lower level personnel conduct reasonable research and planning, the final result still depends on "leadership instructions". The root of bureaucracy lies in the backward employment mechanism, whether the management can rise or fall, and the promotion of personnel depends on seniority, leadership evaluation rather than performance, etc. With the development of the enterprise, the management ability of the management personnel has been greatly improved, and the personnel are becoming younger and younger. I believe that most managers can realize the harm of bureaucracy to the enterprise by themselves, and encourage the lower level personnel to give play to their talents in their work. However, due to the long-term influence of culture, the lower level personnel are often unconsciously bound by this backward culture, which objectively provides a living space for bureaucracy, This is an example of the negative impact of culture on enterprises

3. State owned enterprises lack executive culture

the original intention of corporate culture is to encourage talents to play a role in the same enterprise organization and improve the executive ability of enterprises. As a derivative of bureaucratism, each department of the enterprise often has its own masters. There are communication barriers between the horizontal departments, which are more than support. It is difficult to coordinate. Between the superior and subordinate departments, the superior relies on their authority and indicators to manage the subordinate departments. The subordinate departments often delay and perfunctory instructions from the superior, and even fabricate data and muddle through. There is a lack of strong ties between departments, and repeated work or work gaps often occur in various departments, resulting in weak implementation and low efficiency of many enterprises at the 2018 annual meeting of the wood plastic composite Professional Committee and the 20-year celebration/award ceremony of China's wood plastic industry held in the afternoon of December 18 and the morning of December 19, respectively. The above phenomenon also reflects the formalism of some state-owned enterprises. There is a formal division of labor between departments, which cannot provide a clear basis for implementation. Each department has responsibility regulations, and even a neatly bound written system, which cannot be distinguished when things happen. Like this, the formal system that does not work in fact shows the lack of attention to details, the lack of rational evaluation of the mechanism, and the lack of executive culture

4. Lack of cultural personality

enterprises must have their own personality to survive. Personality is the core competitiveness of enterprises. We should carry out the construction of enterprise culture according to the company's own strategic direction, industry and market environment, and its own organization and personnel quality, so as to adapt to local conditions and time. At present, the organizational structure of state-owned enterprises largely follows the organizational form of the government, and the corporate culture of the same industry is homogeneous. The external image of most national prefix enterprises is large-scale, industry monopoly, low efficiency, and countless "overlord agreements" with customers... The internal image is the slogan propaganda of "enterprises like government", "serious and lively", "bigger and stronger", "entering the world's first-class", "world top 500"... This can be called "slogan corporate culture". The stereotyped slogan will not bring better benefits to the enterprise. Only by strengthening the construction of personalized corporate culture can we improve the cohesion and enthusiasm of all employees, and then enhance the core competitiveness of the enterprise to achieve sustainable development. For example, the corporate culture construction of "ten thousand dragon ploughing heart" of Kelon Company has aroused the work enthusiasm of more than 10000 people in the company, making Kelon become the leader of the refrigeration industry in Asia. Another example is the formulation of the Huawei basic law of Shenzhen Huawei Company, which has made Huawei embark on the road of secondary entrepreneurship; The above two cases are examples of corporate culture personality. 2、 The influence of enterprise culture on Informatization in enterprises

1. Formalism in the process of informatization construction

state owned enterprises are the high-end enterprises in China, the forerunner of the government advocating enterprise informatization, and the high-end customers of domestic and foreign informatization manufacturers. In the process of informatization, state-owned enterprises often play the image of pioneers in the forefront. Most state-owned enterprises are willing to invest in informatization. However, many state-owned enterprises cannot coordinate and keep up with the staffing and policy support of informatization, resulting in laymen doing things for professionals, and superficial work replacing internal work. Most enterprises have no substantive CIO system, no reasonable information resource planning, no cost-benefit accounting of informatization, and enterprises have followed the trend of informatization. Oaerpcrmbrp, many state-owned enterprises, as long as there is a new concept, they need to establish a corresponding system. It really has five internal organs, not demand driven, but concept driven; There are also many formalistic factors in the specific technical solutions implemented in each system, such as network, host, disaster recovery, security and other technical details. When talking about network, it must be high-end routers and switches. Even if there is only a small network traffic, the host must be multi machine and multi processor. Regardless of the actual load, security must be firewall and IDS, regardless of the level of security and the actual policy configuration. This practice of avoiding the important and neglecting the important makes enterprises see the "achievements" of informatization in form. The system starts to be built before understanding the needs. Before it is built, it is doomed to be an information island. This kind of informatization that is divorced from reality and people can bring few benefits

various disadvantages of state-owned enterprise culture have had a huge negative impact on the construction of informatization: the lack of information planning that really conforms to the characteristics of the enterprise itself, the decision-making of the enterprise by the leaders rather than scientific decision-making, the verbal support of the leaders rather than practical action support, the natural information island caused by the emphasis on local interests and the difficulties of department coordination, the indifference of personnel to the work of the informatization department, and the lack of innovation ability, The informatization department lacks correct judgment on technology. In order to avoid blindly adopting high-cost technical solutions or deciding product selection only by leadership will or market ranking, the cost-effectiveness of informatization construction is disproportionate. Some large state-owned enterprises with national branches took hundreds of millions of funds to build enterprise portal stations during the Internet wave. As a result, stations with very low levels were built in each provincial branch in more than 30 provinces across the country, making the enterprise image appear disorderly, and most stations have no content update, which has become a negative window of the enterprise image; In these enterprises, the information system ERP/CRM/HR/e-business/e-learning... Can be integrated to seek high energy efficiency, high quality and high security, but informatization has not brought about the improvement of the actual competitiveness of the company. It can be said that due to the emphasis on form, the essence is ignored

2. Informatization succumbs to unreasonable system

informatization construction will inevitably transform the old enterprise system. The implementation of process reengineering in enterprises may lead to the adjustment of local interests. Therefore, the implementation of process reengineering in many enterprises will cause resistance from internal personnel. This phenomenon is more serious in the process of informatization of state-owned enterprises. It can be seen that the negative and unreasonable factors in the corporate culture are trying to distort the form of informatization, trying to pull informatization from serving the interests of the company to serving the interests of a few people who have the right to speak. For example, in many state-owned enterprises, in the construction of enterprise office information system, a focus of enterprises' attention is whether the ranking of personnel is consistent with reality. Some leaders "can't" use computers. In this link, the electronic flow turns into paper documents again. After electronization, the workload of some links has increased, and the personnel on this post don't accept it, so they have to hire two assistants. After electronization, some links should be cancelled, However, due to the problem of staffing, several additional processes have been added, from the original personnel based process to the personnel based process in informatization, and there are also some cases where the use of the entire information system is blocked due to the preferences of individuals. Informatization in developed countries generally pays attention to function and versatility, while in Chinese enterprises, there are many "hidden rules" for each enterprise. To serve these hidden rules, the informatization system needs to pay a great price to reflect these hidden rules, because most of these hidden rules are not clear requirements, but constantly jump out in the process of use

3. The lack of executive culture and the difficulties in the promotion of information systems

information needs the participation of all people, I believe