Did not do a culture of enterprise.docVIP

 PAGE \* MERGEFORMAT 4 Did not do a culture of enterprise Corporate culture, management theory and practice in recent years, the trend is known as the soul and driving force of the core elements of the decision of the company’s future, however, the trend to bring the results are often disappointing, corporate culture also failed to exceptions, in We blitz behind it, but not many enterprises (especially SMEs, from the corporate culture respected and ‘implementation’ benefit culture too? enterprises too? China’s national conditions? have it, but not always the case, I think that we should return to the corporate culture, corporate culture, the truth and will be placed in the level of business operations to explore, this is the face of chaos corporate culture as a reflection and a marketing manager’s responsibility. Perhaps most of China SMEs, we should not do a culture of enterprise. First, explore the culture of truth: Corporate culture and organizational psychology founder Professor Edgar Schein ? corporate culture consists of three levels of interaction, namely - the appearance of obvious organizational structure and processes, supporting values, including the strategies, objectives, quality awareness, guiding philosophy, the basic assumptions, including unconscious belief, understanding, thinking, feeling, etc. This thesis is based study of corporate culture, it is not only a clear description of the content covered in the corporate culture and corporate culture for our guide development path, thus the other hand, we believe that the ‘corporate culture’, not only one-sided, and confusion, and even absurdity far from the truth, it is not hard to understand why our corporate culture does not play its due effect and chaos the status quo - the corporate culture within the organization aims to reach consensus, this consensus must first have a reasonable structure and processes to support, through advocacy and accumulated gradually formed, and thus acts as aff