New Development and New Requirement for Adaptation of Coatings Enterprise Culture

As a kind of soft power, corporate culture is the spiritual pillar to support enterprises to become bigger and stronger. The importance of the enterprise is self-evident. However, when some paint companies become bigger and stronger, they feel that the company's cultural cohesion is no longer, especially in the face of the new main force in the post-90 workplace.

This is because companies often emphasize the importance of cultural construction and cultural management, ignoring the fact that an enterprise is originally a living organism with a life cycle. Therefore, there is a contradiction between the immutable corporate culture and the company's continuous growth and development needs. How to reconstruct the cultural concept to guide the new development of coating companies, and to gather the new value of the employees, has become a new issue for coating companies to face the management of corporate culture.

The cultural appeals of different companies in the development period can be divided into four growth periods: initial creation period, development period, maturity period, and recession-transition period. Paint companies are at different stages of development, and their demands for the corporate culture of the text are also different. Therefore, it is necessary to sort out the cultural appeals of different stages.

The most urgent need for paint companies at the beginning of their establishment is to establish a spiritual banner for the company. At this time, the value orientation and awareness of coating company managers is of utmost importance. The paint companies at the development stage need to consider more of the corporate culture. Cohesion, corporate culture renewal and upgrading; for the coating companies entering the mature period, how to establish a long-term foundation is the primary consideration, then from cultural construction to cultural management becomes inevitable; and for the recession - transition period For coating companies, they need to turn the original dead-end cul-de-sac into turning points, and they also need cultural guidance. This culture will be mainly based on the strategic restructuring of enterprises and make the cultural reconstruction.

The cultural system of "flexibility" growth resembles the roots of falling leaves. The corporate culture should be a closed-loop cultural system consisting of four stages: cultural archetype, cultural construction, cultural cultivation, and cultural transformation. This system is ecological and can grow.

Because the system of corporate culture itself is ecological and can grow, the paint companies should also follow the development rules of corporate culture when managing corporate culture and grasp the key points of each stage.

The key to the embryonic stage of culture is to grasp the direction. Although the cultural concept at this stage may not be fully matured, the corporate culture at this stage must be based on the characteristics of the enterprise itself. Cultural construction is the most important part of the entire company's cultural growth system. The key to this stage is to adapt to local conditions and choose a cultural construction method according to the particular environment in which it is located. In the ecological and growing cultural system, the cultural cultivation phase is the longest. Because once the company has selected the cultural framework and cultural management model, then the trend of cultural construction and the application of cultural effects are all related to cultural development. Of course, this phase is more aimed at companies that have matured and developed steadily, because this is a good time to concise the highlights of culture and form a company that cannot replicate. As the last part of the life system, cultural changes require more and more changes to adversity, and paint companies must conduct changes in the new corporate culture based on changes in the market environment.

The cultural workplace in dialogue with the new generation of employees has poured into a new generation of generations, and the 90-generation generation gradually takes a place in some enterprises. The new generation of employees and corporate culture appear to be somewhat embarrassed. How can corporate culture achieve a psychological contract with new humans after 90 and continue to lead the company's value direction?

In fact, the young 90s are bolder and more innovative than the previous generation, and do not stick to the tradition. This is in line with the corporate culture's pursuit of innovation and development. Therefore, the paint companies need to adjust the path of the corporate culture to achieve a good spell, and strengthen dialogue with a new generation of employees.

Coating companies can step up their dialogue with the next generation of employees in their day-to-day management. For example, employees who like to be independent and motivated can participate in innovation and creative work, and employees who advocate self-expression can invest in more challenging marketing jobs.

The construction, cultivation and adaptation of corporate culture have never been isolated. Because the role of culture lies in the guiding significance for the development and construction of enterprises, it also requires management and institutional support and guarantees. The management skills also happen to be a lubricant, which "lubricates" the main force of these workplaces. Solidified the soft power of corporate culture.

To sum up, the different needs of the paint companies for the culture, can not be a "corporate culture" in a word. To maintain the vibrancy of corporate culture, we must see the status of the enterprise, talk about the corporate culture, live the corporate culture, and talk about common values. Corporate culture is not only an ecological body with vitality, but also a continuous development system.