1、 Corporate culture and its meaning

Corporate culture refers to the value concept gradually formed in a series of political, economic and cultural practice activities, which is recognized, abided by and has the characteristics of the enterprise by all employees, including the sum of business principles, business style, enterprise spirit, ethics and development goals. At the same time, corporate culture is the ideology of corporate culture, historical tradition, common values, moral norms, code of conduct and other corporate ideology formed in a long time of precipitation. Enterprise leaders apply the change of culture and human function to enterprises to solve the problems in modern enterprise management.

In short, corporate culture is the unique philosophy and personality characteristics of an enterprise. This is the internal driving factor of enterprise strategic decision-making and management policy, and also the basis of effective operation of all enterprise systems. It is the leader that condenses the spirit of employees, and it is the navigation light of employees' behavior. Corporate culture is not only the intangible assets of enterprises, but also the core resources that other enterprises are hard to imitate.

In practice, a long-term development of an enterprise must carry out strategic management, and strategic management needs the support of a cultural atmosphere. Practice has proved that although the general enterprise has its matching corporate culture, outstanding enterprises have a strong corporate culture. Especially when the external competitive environment changes, the corporate culture needs to be changed accordingly. Specifically speaking, corporate culture has the following connotations.

（1） Enterprise culture is packaging

Enterprises are products, and corporate culture is the packaging of products. Detailed "core values and basic values" are the explanatory words on the packaging. Such packaging is conducive to the promotion of the product, the establishment of the corporate image, and the increase of the competitiveness of the enterprise in the market, in the government, in the customers and in the employees. From the perspective of managers, corporate culture is the best way to convey the ideas of managers. In an enterprise without enterprise culture, the manager has no thought and has his own boss. The enterprise must have its own personality and characteristics and certain culture. Therefore, from the point of view that an enterprise is a product, corporate culture is the packaging of an enterprise.

（2） Corporate culture is the rule

Corporate culture is a collection of unwritten rules in a company. Managers should unify the thought of the whole enterprise and require everyone to act according to the will of the managers. Therefore, many rules and regulations have been formulated in the enterprise. But all these rules and regulations have a foundation, which is the thinking of managers. But there are many unwritten rules in the enterprise. These rules are concentrated and refined to summarize the corporate culture.

When dealing with each other's relationship, the middle-level managers should abide by certain rules and regulations. At this time, corporate culture acts as a lubricant. It enables both sides to maintain communication platform and reduce disputes in enterprises. In this way, corporate culture and management system cooperate with each other, making the enterprise reduce the management cost and enhance the executive power of the enterprise.

2、 Three levels of corporate culture

（1） Enterprise material culture

Enterprise material culture is a kind of utensil culture composed of products and various material facilities created by employees. It is a kind of surface enterprise culture in the form of material, and is the manifestation and externalization crystallization of enterprise behavior culture and enterprise spirit culture. It includes enterprise environment (working environment and living environment), enterprise utensils (enterprise products, means of production, cultural objects), enterprise logo (enterprise name, enterprise symbol).

（2） Corporate behavior culture

Corporate behavior culture is an activity culture produced only in production and management and interpersonal relationship. It is a middle-level corporate culture in the form of human behavior, with dynamic form as its existence form. It includes enterprise goal, enterprise system, enterprise democracy, enterprise cultural activities, enterprise interpersonal relationship, etc.

（3） Enterprise spirit culture

Enterprise spirit culture is a kind of enterprise consciousness and cultural concept formed in the production and operation of enterprises. It is a deep enterprise culture existing in ideology. It includes enterprise philosophy, enterprise values, enterprise spirit and enterprise morality.

3、 The problems of enterprise culture in China

From the current situation of the development of enterprise culture in our country, we can only say that it is still at a low level. "Corporate culture strategy" has not been given due attention. The cultivation of corporate culture lacks the guidance of systematic theory. Most of corporate culture is the epitome of traditional culture in enterprises. On the whole, there are many defects and errors in Chinese corporate culture.

（1） There is no cultural phenomenon. Generally, the enterprise has a very systematic and strict rules and regulations. These systems stipulate what employees must and cannot do, but they do not have a clear cultural concept and value advocacy, and neglect the education and training of employees. This kind of phenomenon often occurs in industrial manufacturing enterprises, such enterprises are usually not energetic enough and lack of sense of crisis.

（2） The phenomenon of cultural ignorance. This kind of phenomenon is common in those enterprises where the leaders monopolize power or have problems in operation. It is manifested in the leaders' extreme emphasis on certain cultural values and excessive promotion of educational means.

（3） The construction of corporate culture should be strategic and institutionalized

I believe everyone is familiar with the process of corporate culture construction, which is called "Haier's three steps". The first step is to put forward ideas and values, and then introduce typical characters and events. The third step is to establish the system and mechanism to ensure the continuous emergence of people and events under the guidance of core values. For example, Haier put forward the concept of "everyone is a talent" and "horse racing does not match horse", and then launched cases such as "minister competition", "farmer contract worker becoming workshop director". Finally, management mechanisms such as "talent self recommendation and reserve system", "three jobs coexisting, dynamic transformation" and "last elimination system" were constructed. It must be clear that the formation of corporate culture to a large extent should be combined with the human resource management of the enterprise. Only in this way can the abstract core values be integrated with the specific management behaviors, and be truly recognized by the employees, and be conveyed to the outside world by the employees' behaviors, so as to form the corporate culture widely recognized inside and outside the enterprise, and truly establish the external image of the company.

Corporate culture is reflected in the attractiveness and identity of enterprises to the outside world. This should be done from a series of aspects, such as the image of the enterprise, brand image and so on. A good corporate image brings great benefits to the enterprise, but the image does not represent the external culture itself, but reflects the connotation of culture, which is the direct expression of culture. Culture has become a restricting factor for the development of enterprises.