浅谈企业变革与创新企业文化

作者: 人可工作室 分类: 我的论文 发布时间: 2016-03-18 19:43 ė 287 views 6 123条评论

浅谈企业变革与创新企业文化

何朱必

(本文系“第六届冶金矿协企业文化教育专业委员会会议交流材料”,荣获全国矿协企业文化研讨会论文三等奖,并收入本会论文集)

摘要:企业文化是一个企业的灵魂,是区别于其它公司的本质特征,是普遍企业共性中凸显出来的企业个性,是竞争中的差别点或取胜之特色与法宝,从这个意义上讲也是企业的核心竞争力和持续发展能力。企业文化往往是孕育在企业管理创新、技术创新和生产工艺优化改造等一系列企业变革与突破的过程中,它是组织改造员工思想和心态,转变企业管理中习惯性思维的一种自我发展与创新,是新的管理方法和思维方式与旧思想老习惯的冲击,是创新力和文化力的集中体现。

关键词:企业变革;创新;企业文化

作者简介:何朱必(1970-),男,云南石屏人,玉溪大红山矿业有限公司人力资源部主任,高级经济师,主要从事企业经济管理、员工培训、企业文化与人力资源管理研究。

成功的现代企业必然同时拥有“两个卓越”:其一,必然拥有卓越的现代企业家;其二,必然拥有卓越的现代企业文化。企业文化“内求和谐”,培育快乐和谐团队,“外求发展”树立品牌形象,增强企业竞争力。我们说,企业文化就是一个企业经过长时间沉淀下来的一种习惯,是别人很难模仿和替代的核心竞争力与持续发展能力。从这个意义上讲,每个企业都有自己的企业文化,只不过是企业的好习惯形成良性循环自然就有好的企业文化,相反,企业的坏习惯会造成恶性循环自然需要重建企业文化。

企业文化是企业在长期生产经营过程和变革发展中形成的思想观念、价值取向、思维方式、管理模式、规章制度、员工行为的总和。企业文化产生和发展于企业自身,得到企业员工的认同与维护,是企业取之不尽、用之不竭的精神源泉。我们用具有与时俱进理论品质的马克思主义观点来审视一个企业,什么样的企业形象和员工精神风貌,背后必然有其相应的员工状况、群体意识、思维方式和管理风格,说到底是这个企业管理者和员工的传统习惯思维与时代特征要求的综合反映,管理者的思想理念、价值取向、能力水平是核心,员工的素质、习惯、知觉、信念、动机、期望等微妙文化心理沟通是根本,管理思维、管理方法是形成什么样企业文化的基因。笔者结合玉溪大红山矿业有限公司管理现状及基本情况,特别是结合目前提出的大红山矿业公司“基石文化”,想对矿业公司企业变革与重建企业文化方面略谈几点粗浅认识,仅供各位同仁参考。

一、继承企业管理优良传统,创新与发展大红山企业文化

1、继承和发扬企业长期摸索的管理经验和好的传统做法,并结合时代特征和矿业公司实际加以取舍。国有企业有许多好的传统作风,有不少经过长期在生产经营过程和变革实践中摸索出来的可操作性强又易于复制推广的厂规厂纪,也有一脉相传的思想道德情操和较好的群众舆论氛围。比方说,“照章办事,赏罚分明,有奖有罚,奖惩必严,立厂规厂纪威性,树企业良好形象”;“通过职工群众大会进行形势任务教育,保持政令畅通和上下信息对称”;“树正气,抓典型,表扬先进集体和个人,扬长避短,批评教育干部职工”;“开展文体活动,凝聚职工群众,寓教于乐,寓教于文”;“大事讲原则,小事讲风格。讲究开明与专治。坚持‘集体领导、民主集中、个别酝酿、会议决定’十六字方针,权利制衡,科学决策,减少失误”;“狠抓思想政治工作、员工培训教育、技术练兵和劳动竞赛”;“练内功,降成本,增效益”;“抓标准化作业、设备巡点检和全面质量管理”;“重视安全环保,狠抓现场管理和班组建设”等等。这许许多多好的传统指导国有企业不断战胜困难和取得一个又一个的胜利。我们要用“扬弃”的辩证法观点对传统管理思想和管理方法继承与发展,行之有效的优良传统不继承,不作为或乱作为,盲目抛弃传统谈管理就不叫管理创新,是比旧还旧。

2、统一思想,达成共识,认知认同创建企业文化重要性和必要性。现代企业管理是随着企业成长不断变革与提升过程,企业文化是一个企业的灵魂,企业文化才是最高层次的管理。小公司做事,大公司做人,小胜靠智,大胜靠德。一个人要有点干事业的激情和精神,一个企业更是如此,志大才必高,德高力量大,只有大智大勇而又战战兢兢,心里装着客户,充满市场危机感,在变革与创新中求生存,创效益同时也要有社会责任感,我们才有出路,才能学会长大。没有追求就会迷失方向,懒懒散散,萎靡不振,见子打子应付式的被动工作,企业只会小打小闹,老是在粗放管理阶段,企业永远长不大,更谈不上做精做强。现在流行一种说法:四流企业“杀价格”,三流企业“搞服务”,二流企业“树品牌”,一流企业“定标准”。在目前的体制障碍和管理束缚下,“杀价格”、“搞服务”, 我们很少研究市场和客户,自然不是我们的强项;“定规格”、“定标准”,我们显得有些稚嫩,基本上不可能有什么话语权。我们只有针对医治“大集团病”,正视制度壁垒进一步转换内部机制,理顺法人治理结构、创新管理制度,找准突破口,以“基石文化”,对标挖潜,打造“大红山”矿业品牌,无论是产品、工艺、管理创新等方面都能在业界树品牌形象和有自己的核心竞争力。

特别是市场竞争日益激烈的今天,我们要本着“差别竞争,特色取胜”的企业精神。在生产经营组织方面,生产组织的硬指标要瞄准世界同行业或本单位不断刷新指标记录,对标挖潜、争优、创优;企业管理的软指标要通过理论创新和制度创新推动管理创新,打造大红山矿业品牌,建立和完善科学合理的管理机制,积极搭建员工做事成事平台,做好员工职业规划设计,促进大红山矿区人文环境和谐,提升员工幸福指数,建设快乐和谐团队。

二、扭转粗放管理局面,花大力气痛下决心整顿矿业公司管理秩序和提高工作效率

1、从思想观念开刀,由体制机制入手,静下心来有效沟通交流,统一思想认识,切实转换经营管理机制,遵照《公司法》落实现代企业制度。着手企业内部改革,建章立制,正确引导,关心支持,层层落实,逐一突破。要想做到,得先想到,想到的事不一定做得到,但想不到的事我们永远做不到,提倡个性,反对平庸,鼓励员工大胆干、大胆闯、大胆试,特别是在建章立制和处理较为突出的现存问题上一定要与时俱进、解放思想、科学发展、求真务实、力求实效,坚决破除计划经济管理模式下的思想和体制障碍,减少内耗,以市场为引导,打牢根基,谋求发展。不走过场、不走形式、务实不务虚,不说务虚话,不开务虚会,精减会议,少发文件,切莫文山会海、敷衍塞责、应付上面、不求实效、摆花架子、作表面文章,最后把事情搞成假、大、空,耽误时机,败坏风气,务虚误企,空谈颓废。管理工作中要找准问题,切中要害,分析问题,解决问题,力求做一件事,成一件事,一定要取得真真实实的效果,踏踏实实地做好矿业公司的每一件实事。

2、明确岗位职责,落实责任到位。各级管理人员不要作风漂浮,也不要萎靡不振,一定要有点创业激情和亮剑精神,确立管理思想,想事成事,关注有效沟通,减少分歧,冷静研究出路,构建快乐和谐团队。坚决抛弃落后陈旧的管理思维和管理方法,梳理管理思想理念,重建务实高效法人治理结构与相适应的法人治理制度,务实不务虚。首先,从公司层面,搭建好决策、执行、监督的组织架构,在实际运作过程中加以优化与整合组织机构,调整人力资源结构,做企业战略设计同时做好人力资源规划和企业长青的人才支撑,预见性地进行人才引进和社会招聘,采用多种劳动用工形式,市场化科学配置人力资源,优化和调整人力资源结构,专业技术人员、经营管理人员、操作维护人员按5:2:3结构设置,经营层做好明天的事(战略决策)、职能部门总结好昨天的事(检查评定)、作业区干好今天的事(完成任务)。职能部门变办公室坐班管理为走动管理,变管理人员“领导”身份为“协调人”身份,变听请示汇报和发号施令为主动协调履行好岗位职责,组织协调好部门和作业区工作,职责明确,各司其职,权责相符。强化企业基础管理工作,提倡制度创新,做到从无到有,从有到好。以理论创新、制度创新和转变体制机制推动企业管理创新,用制度管事、管人、管权,用程序化、规范化企业章程引导人、规范人、约束人;淡化官本位思想,最大限度地减少“人治”化干预,消除“情大于法”的办事方法;变金字塔式直线职能型组织机构垂直管理为扁平化事业部制圆心管理,以完成目标任务为中心;变决策监督的部门权利制衡为制度机制权利制衡,树法制规章刚性权威,规避长官意志的随意性。重点处理好规章制度的科学合理性和管理过程中的系统性、一致性、专业性问题。对内改变职工精神面貌,强调公平合理,对外树立企业良好形象,做强企业软硬件,强化企业核心价值观,提升企业核心竞争力。

3、转变员工习惯性思维,引导员工价值取向和思想认识,自强不息,知行合一。组织中每一个员工都会有这样一个最原始意动或误区:抱怨制度不好,管理不公,怪领导,怪别人,就是不说自己的错,整天打不起精神,没有奔头,没有心肠,不愿负责,不敢担当,不想多干活,更不想干自己不想干的活。我们每个管理人员要静下心来认真思考怎么办?如何教育引导好员工?如何改造员工思想和心态?如何管,才管得好?我们说,“认同社会和认同组织应大于认同个人”,这是最起码的组织原则。组织对某一个员工过分激励或过于惩罚都是毫无意义的,最起码不会发挥好群体效应,反而起了负面作用。作为企业员工如果不爱自己的企业,不关心企业的命运,与管理者没有共同语言,只强调个人的愿望和要求,甚至把自己与企业对立起来,企业将成为一盘散沙,组织会失去凝聚力。这就要求我们在管理上必须建立牵引机制、激励机制、约束机制和竞争淘汰机制,整合人力资源管理系统,开发与管理并重,激励约束和思想引导双管齐下。用合适的管理方法和思维方式正确引导员工,树立以企业发展与个人同步发展为共同信念,员工与组织相互认知、认同和认可,组织成员相互尊重和有良好的人际交往,有共同的目标追求和价值观念,通过企业文化渗透、企业精神的激励和感染,使之形成一种约束和动力,成为员工的无形思想行为准则,以改变员工只从个人角度考虑问题的行为意识,自觉遵守组织纪律和组织行为规范要求,使员工的思想、感情、行为、举止与企业的厂规、厂纪、厂风、厂貌相晖映。

牵引机制让员工明白组织提倡什么?反对什么?激励约束机制告诉员工什么东西是高压电“粘不得碰不得”?什么事情又要大胆干努力做?以刚性的厂规厂纪威慑力让每个人觉悟和警惕,无形中有一种自我约束力,用牵引、激励、竞争与淘汰手段改变员工“我以为”、“认不得”这种本位主义惯性思维为“我能做”、“我要做”,敢于负责、敢于担当;造就友好的人文环境让每个人心情舒畅、快乐工作,让组织中的每个员工感到“因为工作而快乐”,为了一个共同的目标工作着快乐着和美丽着,潜移默化地提升员工对企业忠诚度和产生一种强烈的向心力、成就感和归宿感,形成具有大红山特色的快乐和谐文化、核心价值理念和坚不可摧的团队精神;用健康向上的思想文化阵地占领低级庸俗歪风邪气,用好的企业文化吸纳人才、培育人才和留住人才。

4、充分发挥社会化作用,用社会环境来改造教育人。毛主席讲过:“一个人有本事就改造环境,没本事就适应环境,不能改造环境,也不能适应环境,就只能被淘汰”。强大的国家和民族都是教育出来的。一方面,要用市场经济大浪淘沙的残酷性特别是正在经历百年不遇的国际金融危机来教育员工,让每一个员工树立强烈的危机意识,战战兢兢,如履薄冰。企业不可能一帆风顺,员工个人命运与企业兴衰息息相关,在企业上一天班只有努力工作的艰辛,没有混日子的理由。另一方面,要按社会公德、国家法律法规来要求约束员工,依法处理好员工与企业关系,让每位员工每天都在自勉自励,搞清楚自己在企业一天就是为自己工作、为自己的生存与发展而努力。放松自己的要求而只要求企业给予,是不合理也不合法的,混日子迟早一天会依法解除劳动合同退出劳动岗位。坚决依法实施劳动合同管理,用制度管理来告诉每一个员工要靠勤奋、自律、宽容、坚毅来要求自己,用阳光心态正视组织和审视自己,追求幸福的同时学会感恩和换位思考,相处共事,怀有敬畏之心,严格不刻薄,包容不放纵,严以律已,宽以待人,生气不如争气,那怕是会有一天成就了一番事业,再伟大都是熬出来的,努力让自己与企业共同成长,要不然就干脆早早离开,依法解除劳动合同。

5、正确处理好依法管理企业和依法维护员工合法权益的关系。纯粹的大民主只可能带来管理上的大混乱,终归要干扰正常的企业管理秩序。管理学说到最后就一句话:把握好“奖赏与惩罚、效率与秩序、开明与专治”。我们在管理工作中多数时候并不是关心“要与不要”的问题,而是关心如何把握“度”的问题。自上而下制定出台政策和管理制度,广泛征求基层意见后公平、公开、公正实施,民主管理是把决策风险减小、把管理工作做好的前提,但万万不能以民主代替管理,发扬民主一定要坚持深入调查研究,剖析问题、实事求是,甄别梳理员工的想法和意见,解决实际问题为根本。一方面,不要只见树木,不见森林,头发胡子一把抓,错把个别员工牢骚极端言行说成所谓“职工意见”扩大化而大惊小怪,以怪异的态度采取极“左”措施进行负面效应放大。我们从大局出发,替企业长远着想,这样的“维护职工权益”是大用;如果我们仅仅是做老好人,怕得罪人而替个别员工说好话,忽视思想工作,不疏通化解矛盾冲突减少误会曲解而一味给组织出难题,那就是把“维护职工权益”小用,经常犯“以救世主自居,充当英雄或做老好人”的简单低级错误,那只会适得其反,扰乱管理秩序,本未倒置,给组织带来更多更大的麻烦,降低工作管理效率;另一方面,管理工作中也不要不听、不理,漠视多数人的建设性意见或合理化建议而犯右倾冒进主义错误,造成决策失误和管理倒退。

6、正确处理好用人与企业管理的关系。设计企业战略规划时要同时设计员工职业规划,密切关注引才、用才、留才的重要性,重用外来人才要把握好“度”,防止“招来女婿,气走儿子”,让内部员工没有奔头,丧失信心。用人上要么“慧眼识英才,看人不走眼”;要么提倡“赛马不相马,适岗适才,用适合的人,干合适的事”。用人所长,容人所短。不怕做错事,就怕用错人。选对一人会激励一片,错用一人会打击一群,甚至因为用人失察,还会酿成大祸。再说,可用之人也不一定是用人之人,用人不一定非选面面俱到的人,提倡竞争上岗,不求全责备,选出最适合的人,最重要的是检验考察经历、工作业绩、个人综合水平、技术技能和工作责任心,用务实的选人用人作风选用真正有本事的人。放纵平庸和迁就员工只会弱化制度管理,造成组织管理不力,把组织变成了慈善机构或福利机构,助长了员工依赖性和惰性;纵容能力不足的人,更是坑害组织,终归要酿成大错。我们经常讲“无功便是过,平庸就是错”,努力做到每个岗位上不保护落后养懒人,也不要养“做一天和尚而让别人帮撞一天钟”无为而治的“太平官”,要建立健全绩效评价体系和人才评价机制,落实业绩评定、绩效考核与民主测评相结合的用人选人制度,多量化少定性,要拿业绩讲话,不搞“长官意志”凭印象拍脑袋简单评判,特别是要注重用工作业绩、办事效果、综合能力、责任心来客观公正评定人才和公开公平竞争上岗。

7、在培养好管理人员队伍上下真功夫。企业成长好坏,很大程度上取决于各级管理人员的综合素质。成也管理,败也管理。组织没有战略眼光,管理人员缺乏管理思想,企业终归只会小打小闹,永远长不大、做不强,跳不出管理别扭的怪圈。组织必须着眼未来,立足长远,冷静思考,认真对待管理人员锻炼和培养问题。管理思想决定组织战略发展,思考力决定感召力,感召力决定执行力。组织的各级管理人员要善于学习,勤于思考,建立相互尊重和良好的人际交往氛围。晓之以理,动之以情。做实沟通、交流和互动,互相学习,互相帮助,共同提高,并辅之以竞争与淘汰机制,对不求上进、不可塑造、平庸落后的顽固派要坚决淘汰。

三、实事求是,切实可行,创新企业文化

建设企业文化,一定要结合矿业公司实际情况,做到实事求是,切实可行。没有好的企业文化,就等于失去了企业灵魂。从企业文化的三大层次看,“企业形象和物质文化”是基础;“企业制度和行为文化”是关键;“企业精神文化”也就是企业的价值观念和思维方式是核心。观念决定思路,思路决定出路,思考比传道重要,观点比解惑重要。有本事的人讲管理变机制,没本事的人空谈战略怨体制。外行谈战略,内行讲管理。什么样的管理习惯就会有什么样的管理结果,用什么样的价值观念和思维方式去管理,的确比什么都重要。

1、依法规范劳动合同管理,从严定岗定员和从劳动用工着手,以多种用工形式对应多种薪酬模式来逐步冲击平均分配主义,突破全民职工单一用工形式,从劳动组织上触动员工的岗位意识、责任意识、危机意识。到目前为止,大红山矿区有“城镇合同制员工”、“项目承包经济合同形式下的劳务外用工”和“劳务派遣用工”等多种劳动用工形式,不同的用工主体采用不同的用工形式构成大红山矿区和谐劳动关系,共同在和谐文明的矿区文化中朝夕相处,多年来整个矿区表现出平安祥和、生机盎然,我们深入探索“体制新、机制新、制度新、管理新”的“四新”办矿模式和多年摸索出的企业管理经验得到了社会各界密切关注,纷纷前来交流探讨,反响很大。从新时期用工情况看,破解老国有企业“人又多又少”难题,就要放开临时性、辅助性、替代性简单操作维护工作岗位上的劳动用工,探索新的激励模式,潜移默化地触动或冲击传统单一劳动用工模式。要特别关注用了外用工后不是变成养我们的“贵族工人”而让原来岗位上的全民职工闲下来让农民工多干活,反过来是对劳动技能低下而只会简单操作的岗位工人冲击和挑战,是用考核激励外用工来强化岗位操作工的危机意识,从而带动全员岗位责任落实与量化考核。

2、深化“四新”办矿模式改革,突破外包采矿难题。采矿外包模式摸索企业管理经验不足,专业管理外包无法进行有效监管,生产组织中双方推诿扯皮现象时有发生,管理中权责脱节、交叉重叠、边界模糊,甲乙双方的利益冲突难以制度化、规范化解决,必须专项整治,总结经验教训,统筹兼顾,结合实际逐一突破。

3、落实岗位职责,明晰组织机构中各职能部门管理职责,强化绩效管理,建立目标责任和问责考核机制,量化考核到岗到人,坚决拉开收入差距,打破平均主义。倡导一流的人才干一流的事业,一岗一策,适岗适才,适才适薪,统一思想认识,深化以绩效考核为手段,以各职能部门的专业管理上水平为目标任务搞好绩效管理,打牢各项基础管理工作。

4、顾全大局,攻坚克难,坚定信心,促成发展。革新开创未来,管理筑成发展。一切原因源于管理,一切困难都能克服。企业文化,就是统一思想认识,对现实企业管理变革阵痛之后,培养好习惯,保持长效性、制度化和标准化,敢于创新,勇于变革,结合实际,稳步推进。搞活企业先搞活人,管好企业先管好钱。要把“全面预算管理、精细化管理、绩效管理”作为人本管理及生产经营管理的主要内容,形成“决策无失误、设备无故障、生产无事故、质量无废品、人力无浪费”切实有效的管理模式和核心价值理念。

变革是对现状的不满,是对现实的否定与“挑战”,也是对资源的重新分配,几多欢喜几多愁,变革简直就是一种痛苦。每次变革都会存在权利平衡或利益调整,难免触动少数人的既得利益,对改革者而言可能是流汗、流泪又流血,枪打出头鸟,吃力不讨好。然而,不变是暂时的,改革才是永恒的,改革与创新是这个时代的特征,是人类社会进步的必然。

大智慧管小聪明,大道理永远管住小道理。顺应企业发展,合乎事物发展的客观规律又能服众的大道理可以大大方方的摆上桌面谈,善意变通为了个人利益的小道理总会遮遮隐隐、别别扭扭,只会造成管理混乱,阻碍推进工作的步伐。有人会说:“不做事,则平安无事,只要做事,各种声音就都会出来”。有声音不怕,关键看我们有没有决心和胆识?变革本身就是一种痛苦与煎熬,只要是有利于激发广大员工的积极性和上进心,有利于企业健康发展的,哪怕是会牺牲少数人的既得利益,都要鼓掌、要支持、大胆管,敢于负责,不怕得罪人,企业变革必须坚定不移。要知道多数时候只有得罪了少数人,才不会得罪多数人,也才不会损害企业整体利益,多数人的合法权益才会真正得到维护。

树立以人为本的管理理念,用感情、用待遇和用事业稳定员工队伍,企业健康发展的同时,确保员工经济收入持续稳定增长。抓物质文明,重点是企业高水平安全稳定可持续发展,员工收入对外要有竞争力,对内要有公平感;抓基础管理,重点是突破“大集团化、大社会化和大轮班制”带来的矛盾冲突与管理障碍,搭做事成事平台、建良性发展机制,用理论创新和制度创新来推动管理创新和技术进步;抓精神文明,重点是改造员工思想和心态,打造具有大红山特色核心价值观念的和谐文化。牢固树立“以半自磨机为中心,抓中间,促两头(抓中间:指抓好选矿厂;促两头:指促进采场出矿和精矿管道输送)”的生产组织目标,确保实现“五率一品两降三保障一畅通(五率:采矿回采率、废石混入率、采矿贫化率、选矿回收率、自磨机作业率;一品:提高精矿品位;两降:降低尾矿品位和降低精矿二氧化硅含量;三保障:保水、保电、保炸药;一畅通:精矿输送管道畅通)”各项经济技术指标。创立实施企业文化管理的“基石理念”,并制定组织和个人行为规范,让“旷世基业”、“企业长青”、“基石文化”、“基石理念”也即基石核心价值观深入人心。着力企业变革与突破,创建大红山企业文化,追求“大红山”矿业品牌愿景目标,建好“大红山”国际域名网站,展示和宣传好“大红山”矿业品牌,与世界同行业竞争与发展,推动大红山矿区技术进步,经济效益优强,促进人文环境友好,打造资源节约型、环境友好型、数字化矿山,构建快乐、和谐、文明、健康、稳定、协调、可持续发展矿山。

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