破解企业文化难题如何让珠峰空气不再稀薄管理（Cracking the corporate culture conundrum how to make Everest air out of thin air）.docVIP

破解企业文化难题如何让珠峰空气不再稀薄管理（Cracking the corporate culture conundrum how to make Everest air out of thin air） Corporate culture is something of an ethereal and ubiquitous presence. Corporate culture, like air, doesnt feel like its there, and it doesnt feel like its important, but its missing it, and its life threatening. When a business is only a few people, it doesnt feel important. When the enterprise develops to a few hundred people, thousands of people, tens of thousands of people, corporate culture is very important. If you compare companies to mountains, the corporate culture is like the air on the mountain. The higher the mountain (the bigger the enterprise grows) the thinner the air (the more diluted and diluted the corporate culture will be). This is an objective existence, which is not transferred by subjective consciousness. So, for many of the rapid development of enterprise, especially small greaten corporations, how to avoid enterprise culture dilution, desalination, how to make enterprise culture takes root, how to make the air no longer thin Everest, boss is many enterprises, especially small and medium-sized enterprise boss, have a headache and had to face the problem. Especially for small and medium-sized enterprises, the landing of culture may be more important than the enterprise system. The general characteristic of the middle and lower enterprises is that the development speed is fast and the system is not perfect. The natural attribute of the system is that the system always lags behind reality. It is often the practice, the mistakes, the discovery of loopholes, the establishment and perfection of the system. In many enterprises, no system can be seriously implemented, let alone system? ! What if there is no system? Culture is the way to make up for this absence. The system can only work within eight hours of the work, the culture is for 24 hours. The system is the person that is supervised the individual passive obedience behavior, the culture is t