China's Corporate Culture After Its Entry Into The WTO

Corporate culture is the comprehensive reflection of the administrative thought, administrative style, value standard, behavioral norm, regulations and institutions, traditions and customs which are first advocated by the management and commonly recognized by all the personnel of the company. It is a multiple-level system, which can be classified into two levels: the central level and the outer level. The central level refers to ideas, beliefs, values and trade ethics of a firm. The outer level is its staff's behavioral pattern. The success of a firm is, to some extent, determined by corporate culture.After dealing with the general theory of corporate culture, this essay focuses on the analyses of the characteristics of excellent Japanese and American corporate cultures-Panasonic Culture, SONY Culture, Wal-Mart Culture and IBM Culture. Through analyses, we can find that Japanese corporate culture combines the theory of corporate culture learned from the United States with Japanese national conditions, forming its unique corporate culture and management ideology. After the study of American firms, we can find that American companies emphasize on respecting, caring for and trusting people. These excellent corporate cultures provide ample resources for China's corporate culture construction after its entry into the WTO.The next section of this essay analyzes the current corporate culture in China. Although there are such excellent cultures as Daqing culture and Haier culture, a great many Chinese firms failed to see the effective roles that corporate culture plays in their corporate management. Therefore, their corporate culture construction is confronted with many problems such as similarity, formalism, inactiveness and unshared vision.In view of this situation, in the last section the writer puts forward sevensuggestions as to the development of China's corporate culture construction after its entry into the WTO. First, China's corporate culture construction will have to be combined with Chinese traditional culture. Second, Chinese enterprises should have their own unique cultural ideology. Third. Chinese enterprises should highly value the function of talents. Fourth, study-type organization should be popularized. Fifth, corporate image should be molded into a famous brand. Sixth, information means should be made full use of in scientific management. Seventh, the management of corporate culture should be alloyed.