論華為企業(yè)文化對(duì)其企業(yè)發(fā)展的影響

PAGEPAGE1論華為企業(yè)文化對(duì)其企業(yè)發(fā)展的影響（可英漢互譯）摘要企業(yè)的競(jìng)爭(zhēng)不僅是產(chǎn)品及成本優(yōu)勢(shì)的競(jìng)爭(zhēng)，更多的是外部市場(chǎng)競(jìng)爭(zhēng)的一種軟實(shí)力，對(duì)企業(yè)的持續(xù)快速健康發(fā)展起著重大的推動(dòng)作用。如何有效地提高中國(guó)企業(yè)的競(jìng)爭(zhēng)企業(yè)提高競(jìng)爭(zhēng)力就成為企業(yè)的必然選擇。。本文主要從華為公司企業(yè)發(fā)展企業(yè)發(fā)展的影響。研究華為，還有利于提升企業(yè)整體的軟實(shí)力，促進(jìn)企業(yè)長(zhǎng)遠(yuǎn)的發(fā)展。關(guān)鍵詞：華為公司；企業(yè)文化；企業(yè)發(fā)展.I.IntroductionThenationaldevelopmentdependsonthenationalculture,theregionaldevelopmentreliesontheregionalculture,andtheenterprisedevelopmentneedstotaketheprofoundenterprisecultureasthecornerstone(Fang,2017).Corporatecultureisthesoftpowerofanenterprise.Itisthesoulofanenterprisedevelopment.Thelifecycleofanenterpriseisdeterminedbyitsinternalcharacteristics.Therefore,ifthereisn’tprofoundcorporatecultureasthecornerstone,thedevelopmentoftheenterprisewillbeverylimited.Intermsofcorporatedevelopmentandcorporateculture,Huaweihasdoneagoodjob.Foundedin1987,Huaweiisaleadingglobalproviderofinformationandcommunicationstechnology(ICT)infrastructureandsmartdevices.Uptonow,Huawei’sannualsaleshaveexceeded45billionyuan.ItranksfirstamongChina’stop500privateenterprisesandisoneofthetop20electronicsmanufacturersintheworld(Guo,2019).Inadditiontothestrongtechnicalsupport,Huawei’ssuccessalsobenefitsfromitswell-knowncorporatecultureintheindustry.Technologyisveryimportantforanenterprise,butwithoutasetofrelativelyadvanced,permeableandhighlycontagiouscorporateculture,theenterprise’screativityandvitalityisalsolimited.Huaweiisawareofthis,too.So,itnotonlydoesagoodjobintechnology,butalsocreatesadistinctivecorporateculture.So,Huaweiistakenasanexampletostudytheimpactofcorporatecultureoncorporatedevelopment.Thispaperisdividedintofiveparts.Thefirstpartofthepaperisthedefinitionandmainfunctionofcorporateculture.Thesecondpartistheliteraturereview,whichincludesdomesticresearchandforeignresearch.ThethirdpartistheanalysisofthecharacteristicsandshortcomingsofthecorporatecultureinthethreestagesofHuawei’senterprisedevelopment.ThefourthpartismainlytheenlightenmentthatHuawei’scorporatecultureconstructionbringstous.Thelastpartistheconclusion,whichisthesummaryofthispaper.LiteratureReviewDomesticResearchesSincetheconceptofcorporateculturewasputforward,scholarsathomeandabroadhavesuccessivelymaderesearchesinthisarea.Withtherapiddevelopmentoftheknowledgeeconomyandthecontinuousaccelerationoftheprocessofeconomicglobalization,corporateculturehasreceivedmoreattention,andtherearemoredomesticresearchesinthisarea.TakingHuaweiasanexample,Zhou(2002)focusesonHuawei’senterprisespiritofbeingrealistic,respectingindividuality,workingcollectivelyandpursuingfairness.Zhao(2020)interpretsthecorporatecultureofcompetitionandstrugglecontainedinHuawei’swolfculture.Huang(2016)analyzesHuawei’scorporatecompetitivenessandproposedastrategyofcorporateculturemanagementbasedonitsresearchresults,whichhascertainreferencevalueforinformationtechnologycompaniesinthesameindustryasHuawei.Alltheseresultsoftheresearchprovidesufficientevidencefortheresearchandanalysisofthispaper.ForeignResearchesInthe1970s,AmericanmanagementprofessorS.M.Davisfirstproposedtheconceptoforganizationalculture.In1971,AmericanmanagementscientistPeterDruckercombinedmanagementandculture.Hebelievesthatcorporatecultureisanindispensablepartofcorporatemanagement.Sincethen,foreignresearchoncorporateculturehasincreased.Kilman(2006)showsthatifacompanywantstoestablishasustainable,stable,andcontrollablesocialresponsibilityoperationmodel,itmustcultivateanexcellentcorporatecultureandvaluesinthehigh-levelteamtoimprovethelevelofmanagementandoperation.Theimprovementoftheabilityinteammanagementandteammembers’senseofsocialresponsibilitycancontributetothesustainabledevelopmentofenterpriseoperation.Getele,LiandArrive(2019)indicatethatcorporatesocialresponsibilityinenvironmentalpracticesisthemainfactorthataffectscorporateimageandmotivatesemployees.“Animageandapositivereputationplayfavorablyinthemanagementofthebusinessbecausetheyarestrategicstrengthsofthesizetheypromisetohaveacompetitiveadvantage.”(Getele,LiandArrive,2019,P906).MarsandGerald(2008)studythepracticalapplicationofcorporatecultureincorporatemanagement,andproposethatconstructionofcorporateculturehasimportantguidingsignificanceforimprovingthecapabilitiesofcorporatemanagementandaccomplishingcorporatestrategicgoals.CorporateCultureTheDefinitionofCorporateCultureThedefinitionofcorporatecultureisdiversefromdifferentperspectives.Fang(2017)believesthatthecoreofcorporateculturewasspiritualculture,fromwhichinstitutionalculture,actioncultureandmaterialculturewerederived.Zhang(2017)definescorporatecultureasthevalueswidelyacceptedbyenterprisemembers,aswellasthecodeofconductandmodeofbehaviordeterminedbysuchvalues.Corporatecultureisthesupremerealmofinternalcontrol.Itiscommittedtousingthepowerofculturetoformaninvisiblebehavioralconstraintwithinthecompanytoenhancethesenseofbelongingofemployeesandstimulatecreativity.Huang(2016)pointsthatcorporateculturereferstothecomprehensiveformofvalues,businessconcepts,relevantsystems,organizationalstructure,codesofconduct,etc.whichisadheredtobyallemployeesintheorganizationandhavetheirowndevelopmentcharacteristicsthroughlong-termdevelopmentpracticeundersocialandhistoricalconditions.Thecorporateculturereferredtoinmycountry’sEnterpriseInternalControlApplicationGuidelinesNo.5-CorporateCulturereferstothevalues,thebusinessphilosophy,andcorporatespiritthatisgraduallyformedintheproductionandoperationpracticesofthecompanyandrecognizedandfollowedbytheentireteam.Generallyspeaking,corporatecultureisakindofvalue,whichisaguidetothedevelopmentoftheenterprise.TheFunctionsofCorporateCultureCorporateculturehasmanyfunctions,themainfunctionsareasfollows:Firstly,Orientationisthemostsignificantfunctionofcorporateculture.Theso-calledorientationisthefunctionwhichcanguidethedevelopmentofthecompanyandthethoughtsandbehaviorsoftheemployees.Firstly,itisaguidetothegoalsofbusinessdevelopment.Enterprisegoalsrepresentthedirectionofenterprisedevelopment.Itiseasyforacompanytolosedirectionwithoutcorrectgoals.Secondly,itcanleadthevalueoftheenterpriseandthethoughtsofitsemployees.Thecommonvaluesoftheenterprisedefinethevalueorientationoftheenterprise,sothattheemployeesformaconsensusontheevaluationandhaveagoalofcommonvalue.Theleadersandemployeesoftheenterpriseactinaccordancewiththegoalofvaluetheyhaveidentified.Thirdly,itishelpfultobuildenterprise’srulesandregulations.Excellententerpriserulesandregulationsaretheguaranteeofthehealthydevelopmentofenterprises.Secondly,thefunctionofmotivationmeansthatthecorporatecultureencouragesemployeesthroughmethodssuchasspiritualencouragement,careandrespect,soastodrivethecollectivepassionforworkandmaximizetheirpotential.Itcanmakeemployeesawareoftheirinfluenceontheenterprise,satisfytheirsenseofhonorandachievementasamemberoftheenterprise,andmakethemfeeltheimportanceandsignificanceoftheirexistenceinthecompany.Thelastfunctionofcorporatecultureistheconstraints.Thepracticalresultoftheorientationofcorporateculturefunctionistopromotetheenterprisetoestablishrulesandregulations,andstandardizeemployeebehaviorwiththesystem,soithasrigidityandcoerciveforce.Atthesametime,theconnotationcoreofenterprisecultureisrootedintheenterprisesystemtorestrainthebehaviorofenterpriseemployees.Onthecontrary,theethicsoftheemployeesaffectedbythesystemarealsoaffectedandchangedaccordingly.Therefore,commonvaluesofemployeesreturntothecorporatecultureandbecometheunifiedconceptandprofessionalethics,sothatthecorporateculturehasthefunctionofrestrictingthebehaviorsandthoughtsoftheemployees.HuaweiCorporateCultureMaterialresourceswilleventuallybeexhausted,andonlyculturecansurvive.Ahigh-techenterprisecannotsurvivewithoutculture,andonlyculturecansupportitssustainabledevelopment.Huawei’smiracleisalsoinseparablefromHuawei’senterprisespiritandculture.ThefollowingisthecorporatecultureofHuaweiindifferentperiods.InitialEstablishmentStageIn1987,HuaweiwasestablishedinShenzhen.JustlikethereformandopeningupofChina,Huaweihasachievedrapidgrowthinthedevelopmentofnationalpoliciesandtheinternationalcommunicationsindustry.Afteryearsofdevelopment,Huaweihasmadegreatachievements.Huawei’scorporatecultureplaysanimportantroleinitsdevelopment.ThefollowingisaspecificanalysisofHuawei’scorporatecultureintheinitialstage.TheMattressCultureTheinternalandexternalconditionsofHuaweiwerenotgoodatthebeginningofitsestablishment.So,eachemployeehasamattressundertheirdesks,likeacampbedinthemilitary.Inadditiontolettingemployeeshavearest,themattresswasalsoabedforemployeestosleepwhentheywereworkingovertimeatnight.Themattresscultureisnotonlyahard-workingstyle,butalsoanassiduousspiritofdevotion.ItcanbesaidthatHuaweicouldnothavegonethroughthemostdifficulteightyearsandreacheditscurrentstatuswithoutthehardworkingspiritoftheseemployees.However,Huawei’ssuccesscomesattheexpenseofemployees’health.Asaresultofhigh-intensitywork,thephysicalqualityofalargenumberofHuaweiemployeesisnotwellandinastateofsub-healthforalongtime.Ahealthybodyisthebaseofdoingeverything.Itisdifficulttocompletetheworkefficientlywithoutahealthybody.Andthiswillalsohaveanegativeimpactonthesustainableandhealthydevelopmentofthecompany.Intheearlystageofstartingabusiness,themattressculturehasbroughtinexhaustibleimpetustothedevelopmentofHuaweiandimprovedtheoverallcompetitivenessoftheenterprise.TheWorkNumberCultureIntheearlystage,Huaweiimplementedtheworknumbersystem.Eachemployeeinthecompanyhashisorherownworknumber,whichrecordsalotofpersonalinformation,suchasyearsofservice,therankofposition,departmentaffiliationandsoon.Thestatusoftheemployeeiscloselyrelatedtotheirworknumber.Thesmallerthenumber,theoldertheseniority,thehigherthestatus.Theworknumbersystemalsoreflectstheamountofemployeeshareholdings.ThelongeremployeesworkinHuawei,thegreatertheproportionofequitytheyhold.Thissystemisalong-termincentiveforemployeesandcanhelpHuaweiretainemployeesintheearlystageofitsstart-up.Thedisadvantagesofthissystemarealsoobvious.WiththeincreasingnumberofemployeesinHuawei,theworknumbercultureislikelytoresultinthehierarchicalphenomenonofsuperiorityandinferiority,whichcancausesomeemployeeswitholderqualificationstodiscriminateagainstnewemployeesduetotheirseniority.Thatcanalsodiscouragetheirenthusiasm.Moreover,thiskindofmethod,whichdoesnotdistributesalaryandbonusaccordingtoabilitybutbasedontheyearsofservice,iseasytocauseinternalunfairnessandresultinthestaffturnover.The“collectiveresignationof7000employees”incidentofHuaweiin2007isacounterexample.ThePressureCultureThehugepressurefromthemarketandtheupdatespeedoftechnologyurgesHuaweitoexpandthemarketandupdateitstechnologyconstantly,whichformsthepressureculture.Nopressure,nopower.Drivenbypressure,Huaweihasmadecontinuousinnovationandcreatedonemiracleafteranother.Theannualstaffturnoverrateofmorethan10%inHuaweieffectivelyguaranteesthehighqualityoftalentsandthevitalityoftheenterprise.However,thereisanoldsayingthattoomuchwaterdrownedthemiller.Thingswilldevelopintheoppositedirectionwhentheybecomeextreme.Whenthiskindofpressureistoomuch,itiseasyforemployeestohavesomenegativefeelings,suchasmentaltension,andeventhetendencytocommitsuicide,whichisveryharmfultothephysicalandmentalhealthofemployees.Anditwillbedifficulttoguaranteetheefficiencyofemployeesundersuchhighpressure.TheDevelopmentPeriodofHuaweiInthedevelopmentstageofHuawei,itscorporateculturemainlycontainswolf-likecultureandmilitaryculture.TheWolfCultureWolfcultureisthemostfamouscorporatecultureofHuawei,whichgraduallyformedinthedevelopmentofHuawei.Ithasthreemainfeatures.Thefirstisasharpsenseofsmell.Thekeensenseofsmellismainlyreflectedinthemarket.Inordertobemorecompetitiveundertheever-changingmarket,itisnecessarytocapturemarketsharequickly,soastoacquirethedecisiveopportunityandgetthestrategicadvantages.Huaweihasamarketingteamcomposedof“wolves”,whichhasusedlow-endtechnologytomakehigh-endmarket.Whenitstechnologywasnotmature,thiskeenmarketcapturebroughtgreatopportunitiesforHuawei’sdevelopmentinthegrowthperiodofHuawei.Thesecondisindefatigableanddesperateoffensivespirit.HuaweiChairmanRenZhengfeisaysthatallthenaturalresourceswillbeexhausted,andonlyculturewillcontinuetothrive(Ren,2015).Huaweihasnonaturalresourcestorelyon,andallproductsarecreatedbythewisdomofemployees.IntheearlydaysofHuawei’sentrepreneurship,facingthediffusionandannexationoftheChinesemarketbyinternationalcommunicationgiants,Huaweiwasundergreatpressure.Ithadtofindnewhopefromdespairandsurviveinthecracks.It’sthespiritofnevergivingup.Withyearsoftenaciousstruggle,Huaweihasgraduallyopenedupthemarketsituationandwontheworldmarket.Thethirdisgroupwork.AsRenZhengfeioncesaidthatthosewhoarenotgoodatcooperationandhavenosenseofresponsibility,lackofself-criticismandcan’tstruggleingroupsareequaltolosingtheopportunitytomakeprogressinHuawei,whichwillwastetheirprecioustime(Ren,2015).GroupworkistherealcoreofHuawei.Huawei’s“wolf”marketingteamhasafamousslogan:“win,toasteachother,lose,fighttosaveeachother.”(Zhang&Deng,2008).ThissloganwellreflectsthewolfcharacteristicsofHuawei’scorporateculture.Unlikeeagles,wolvesneveractalone.Therefore,thecompany’sinterestsarecloselyrelatedtoeveryone’sshare-holdingofHuaweiemployees.Itisimpossibleforalooseenterprisetoachievesuccess.ItisthesenseofgroupworkthatenablesHuaweitogrowrapidlyinjustover30years.Everycoinhastwosides.Althoughwolvesareunited,keenandgoodatfighting,theyarealsoferocious,ruthlessandindifferenttohumannature.Forexample,inthepricewarbetweenHuaweiandZhongxingTelecommunicationEquipmentCorporation(ZTE)in2004,inordertoseizethemarket,HuaweisuppresseditscompetitorZTEatallcosts,andfinallyitisadisasterforbothofthem.Huawei’s“zeroinventory”modemakesitssmallsupplierstakemorerisks.Andthefailureofaprojectmayendangerthesurvivalofthecompany.Thiswayofoveremphasizing“wolfnature”andpayingattentiontoitsowninterestsatallcostsiseasytoleadtothelackofhumanityofHuawei,whichwilleventuallyendangerthesurvivalanddevelopmentoftheenterprise.TheMilitaryCultureMilitarycultureistheoriginalofHuawei’scorporateculture.RenZhengfei,thechairmanofHuawei,wasasoldierbeforehefoundedHuawei.Heusestheconcepts,thoughtsandmanagementmethodsofmilitarytobuildthecorporateculture,tosomeextent,whichmakesupforthenegativeimpactoftheincompletenessrulebymaninourenterprises.SuchasHuawei’s“integratedmanagement”model,eachonewhoinvolvedinresearchanddevelopment,test,productdesign,production,marketingandengineeringsolutionshasalwaysbeenaroundtocreatevalueforthecustomer.Theyarenolongerthecompanyorganizationofvarioussegmentationfunctionsorlineofbusiness,buttheprocessteam,toachievethecommercialvalueoftheprojectsandproducts.Eachprocessthatservesthebenefitsofoperationalvaluechainfromtherealizationofeachcustomerorderorproductvalue.Conversely,ifanorderislostoraproductissoldpoorly,eachprocessisalsoresponsiblefortheoperation(Le&Chen,2014).InthemiddlestageofHuawei’sdevelopment,thiskindofmilitarycultureisthemostobvious,whichcanstimulatetheworkenthusiasmofemployees,enhancethecohesionamongemployeesandimprovetheirworkefficiency.AlthoughHuawei’smilitary-stylemanagementsystemisefficient,centralizedandeasytomanage,theremaybesomehiddendangersinthestageofstabledevelopmentofthecompany.Itisimpossibleforagoodcompanytoachieverapidgrowthwithoutagoodentrepreneur.Butagoodcompanycannotachievesustainabledevelopmentthroughentrepreneurialability.Thedrivingforceofsustainabledevelopmentliesininstitutionsandculture.Theproblemwithmanybusinessesisthatafterthedeathofthefounder,theyquicklydescendintostagnation,mediocrity,andeventualdeath.Forexample,Sony,thelargestconsumerelectronicscompanyinJapan,seemstohavelostitssoulafteritsfounderAkioMoritalosthismind.Itsinnovateabilitywasnotasgoodasbeforeanditevenwenttotheedgeofbankruptcyforatime.ThemilitaryaspectofHuawei’scorporateculturewasderivedfromandinfluencedbyRenZhengfei.Withouthim,wouldHuaweibesuccessfullikeitistoday?Itishardtosay.TheStablePeriodofHuaweiInthedevelopmentstageofHuawei,itscorporateculturemainlyinvolvesserviceculture,self-criticalcultureandtheestablishmentofcorevalues.Thefollowingisitsspecificanalysis.TheServiceCultureAsuccessfulbrandnotonlydependsonthequalityofitsproducts,thequalityofitsservicesisalsoimportant.Comprehensiveandhigh-qualityservicesevencanmakepeopleignorethesmalldisadvantagesoftheproducts.Theserviceherenotonlyreferstoafter-salesservice,butalsoincludescustomerdemand,productoptimizationandupgrading,employees’ideology,corporatesocialresponsibilityandsoon.“Customeroriention”isoneofthecorevaluesystemsofHuawei,whichisdeeplyrootedintheideologyofHuaweiemployeesandrunsthroughtheirdailywork.RenZhengfeitellshisemployeesthattheonlypeopleintheworldwhogiveHuaweimoneyarecustomers.Customersaretheonlyreasontheysurvivefor(Zhang&Deng,2008).Clientsaretheking.AllthethingsHuaweidoesareforitscustomers.Inthesalesprocess,Huaweiprovidescustomerswithafullsetofsolutionsandtakescustomersasthecenter.Suchserviceplaysanimportantroleinretainingcustomersandestablishingastrategicrelationshipwiththemforlong-termcooperation.Huaweialsohasastrongsenseofsocialresponsibility.Gu&Hong(2020)pointthatHuaweihasjoinedmorethan400internationalanddomesticstandardizationorganizations,industryalliancesandopensourcecommunities.Italsoparticipatesinandsupportstheformulationofmainstreamstandardstopromotethesounddevelopmentoftheindustryandthesustainabledevelopmentofthesociety.Tobridgethedigitaldivideandpromotedigitalinclusion,HuaweihasbuiltnetworksinremoteareassuchasMountEverestandtheArcticCircle.IthasalsorestoredcommunicationsatthesitesofmajordisasterssuchastheEbolaepidemicintheWestAfrica,thetsunamiandnuclearleakageinJapan,andtheWenchuanearthquakeinChina.Huaweihasactivelyundertakensocialresponsibilitieswithinitscapacity.Huaweialsotreatsitsemployeeswell.TheaveragesalaryofemployeesinHuaweiareveryhigh.Buthighsalaryislinkedtohighpressure.Comprehensiveandthoughtfulservicerequiresemployeestobearhighphysicalandpsychologicalpressure,evenattheexpenseoftheirfamilies.Arelaxedandpleasantatmosphereisconducivetoimprovingtheworkefficiencyofemployeesandenhancingtheirsenseofbelonging.Over-emphasisoncustomersandneglectofemployeesisnotonlylikelytoreducetheworkefficiencyofemployees,butalsolikelytoleadtotheemployeeturnover.TheSelf-criticalCultureSelf-criticismisthecorevalueofHuaweiandoneoftheimportantfactorsforitssuccess.Onlybyinsistingonself-criticismcanwemoreeasilyrespectandcooperatewithothers.Ren(2015)pointsoutthatself-criticismisnotcriticismforthesakeofcriticism,norcriticismforcomprehensivedenial,butcriticismforoptimizationandconstruction.Theoverallgoalistoenhancethecorecompetitivenessofthecompanyasawhole.Thestrongspiritofself-criticismhasbeendeeplyrootedintheheartsofHuaweipeople.IthasbecomethemostfundamentalelementofHuawei’sculturalgene.Atthesametime,italsoconstitutesthedrivingforceofHuawei’ssustainedandhigh-speeddevelopmentformorethan30years.Huawei’s“self-criticismculture”isanall-roundself-criticism.ItnotonlyreferstoHuaweiemployees’self-criticism,butalsostandsattheheightofsystematicthinkingtocarryoutself-criticism.Whetherfromtheself-criticismofthemanagementsystem,marketingsystem,orevenresearchanddevelopsystem,alltheseshowthatHuaweiisworkingonself-criticism.Huaweidevelopsbetterandfasterthroughself-criticism.EstablishmentofCoreValuesSincetheestablishmentofHuaweiBasicLawin1998,Huawei’scorevalueshavegonethroughaprocessfromchaostogradualorganization,clearnessandfinalestablishment.Itsmaincontentsinclude:Firstly,customerserviceistheessenceofHuawei.CustomerdemandisthedrivingforceforHuawei’sdevelopment.Huaweialwaysadherestocustomer-centricapproach,fromcustomertocustomer.Secondly,theemployeesinHuaweishouldbehardworking.Onlythroughhardworkandcontinuousinnovationcanwinrespectandtrustofcustomers.Thirdly,Huaweiinsistsontheself-criticism.Onlybyinsistingonself-criticismcanHuaweimakecontinuousprogressandrespectcustomers.Fourthly,Huaweiisopenandenterprising.Topersistininnovationrequiresanopenandenterprisingheart.Fifthly,Huaweishouldbeintegrity.Honestyisthefoundationofacompany.Finally,Huaweiemployeesinsistonteamwork.Teamworkcanimprovetheefficiencyandperformanceofthewholeteam.RenZhengfeisaysthatthecommonvaluesystemofHuaweiistoestablishacorporateculturethatcontributestotheworld,thesocietyandthemotherland(Ren,2015).Anyenterpriseborninthenationallandwillbebrandedwiththenationalcultureintheprocessofgrowthandexpansion.Theconceptofanenterpriseisalsorootedinthenationalculturaltradition.Sinceancienttimes,Chinahasbelievedintheprincipleofself-cultivation,thefamilyregulation,stategovernanceandworldpeace.Huaweirequiresitsemployeestolovetheircountryandfamily.Itbelievesthatemployeeswithsuchqualitiesmusthaveahighsenseofresponsibility.Onlysuchpeoplewilllovetheircompanyandbewillingtodoeverythingforit.EnlightenmentfromtheConstructionofHuawei’sCorporateCultureCorporatecultureisasymbolofthespiritandsoulofacompany’ssurvivalanddevelopment.Duringitsdevelopment,Huaweihascreatedmanycutting-edgescientificandtechnologicalachievementsinthecommunicationfieldandbecometheworld’scommunicationgiant.Thekeyistheinfluenceofthegreatcorporateculture.TheinspirationsofHuawei’scorporateculturearemainlyasfollows:IncreasedSenseofMissionandPrideAmongEmployeesThecompany’ssocialvisibilityispartoftheemployee’sculturaltreatment.Anexcellentcorporatebrandwillcertainlybeaccompaniedbygoodsocialvisibility,andthereforewillgiveemployeesalotofintangiblepsychologicalsenseofachievementandrespect.Forexample,Huaweihasaveryhighthresholdforrecruitment.EveryoneknowsthatHuaweiisverydifficulttoenter.Therefore,onceyoubecomeamemberofHuawei,youwillhaveasenseofprideinyourheart.Youfeelthatworkinginsuchacompanywillincreaseyourself-confidence.Theworkwillbeveryfulfillingandenjoyable.Whenemployeeschoosetochangejobs,thedeepbackgroundofthecorporatebrandwillbecomeaveryfavorablecompetitiveadvantage.Agreatcorporateculturealwaysattractsexcellenttalents.Anexcellentcorporateculturecanmakeemployeesproudofthecompany’sachievementsandfurtherenableemployeestohaveapositiveinitiative.Thiskindofenterpriseurgesemployeestocomplywiththearrangementsoftheenterpriseorganization,completetheirworkearnestly,andhelptheenterprisetoachievegreaterachievements.Inthisway,theprideoftheenterprise’sachievementsbecomesstrongerandfinallyformsavirtuouscircle.MoreHumanisticCareinCorporateCultureAlthoughWolfcultureshowsHuawei’sdesireforcompetitionandpromotesitcontinuously,italsohassomeshortcomingsthatcannotbeignoredintheprocessofitsdevelopment.Therefore,Huaweishouldpaymoreattentiontohumanisticcareinthedevelopmentofitscorporateculture.Enterprisesshoulddothefollowings:Firstofall,companiesshouldcareaboutandrespecttheiremployees.Employeesareanimportantpartofanenterprise.Andtheirphysicalandmentalhealthisrelatedtothesurvivalanddevelopmentoftheenterprise.IntheearlystageofHuawei,toacertainextent,themattresscultureandpressureculturealldamagedthephysicalandmentalhealthofemployees.Althoughtheeconomicbenefitofanenterpriseisveryimportant,itisnotadvisabletogaineconomicbenefitattheexpenseofthephysicalandmentalhealthofemployees.Thisdevelopmentmodeisanon-benigndevelopmentmode.Therefore,enterprisesshouldnotonlycareforthephysicalhealthofemployees,butalsopayattentiontothementalhealthofemployeesintheprocessofdevelopment.Companiesalsoneedtorecognizethatemployeesaresocialbeingswhohavefamilies,socompaniesshouldcareabouttheirfamiliesaswellastheirpersonalinterests.Onlywhentheenterprisetrulyrespectsandcaresabouttheemployees,theemployeeswilltrulyrespecttheenterpriseandcareabouttheinterestsoftheenterprise.Then,theenterpriseshouldestablishanopenandfreeenterpriseenvironment.Theenterpriseshouldpayattentiontothepersonalityandautonomyoftheemployeesandcreateanatmospherethatemployeescanexpresstheirsuggestionsandviewsonthecompanyfreelyandactively.Thatcanrealizebarrier-freecommunicationwithintheenterprise,whichisconvenientfortheenterprisetoquicklycorrectitsownshortcomings.Forthetensionandpressureofemployees,enterprisescansetupapsychologicalcounselingcentertoprotectthementalhealthofemployees.TheInnovationofCorporateCultureCorporatecultureisthekeytobuildingthecorecompetitivenessofanenterprise.Itmustbeabletoaccuratelyreflectthenatureoftheenterpriseandkeepinnovatingandadvancingwith