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企业文化是疏还是堵(Is corporate culture sparse or blocked)
企业文化是疏还是堵(Is corporate culture sparse or blocked)
Is corporate culture really that important to an enterprise? If so, how should corporate culture operate? Many of these problems have often been mentioned repeatedly by friends in the business circles. Some people are confused and some are in a state of confusion. How to make out a good medicine for the construction of Chinese enterprise culture, which is the most important problem for every enterprise and cultural practitioner.
In fact, for these problems, enterprise management and enterprise culture, experts and scholars have been debating, some people say that the enterprise culture is the icing on the cake, some people say that the enterprise culture is the one that is timely assistance; flexible management, there are salutary influence of education that must be rigid measures the carrot and the stick. For a time, the public said, public and reasonable, the woman said, reasonable, in the end is that kind of method more suitable for enterprise culture operation, make enterprise culture more effective implementation? There is still no definite answer to the debate. The author believes that a good sermon in the facts are pale, and only the fact that the effectiveness of corporate culture, can cause widespread concern in the business community.
There is no doubt about the importance of enterprise culture. The author has expounded it many times. Enterprise culture is the thought and soul of a mature and healthy enterprise. The enterprise is like a human being. If a person does not have his own mind and soul, what is the value of survival and what is the value of it?. The enterprise is the same, if an enterprise does not have its own culture, then the enterprise will lose their mind and soul, so the survival of enterprises has become a problem, what qualifications of business talk about development, what are the reasons and conditions to compete with international well-known enterprises, this is undoubtedly in the tell
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