淺析海爾的企業(yè)制度文化

PAGE論文編號(hào)：題目：淺析海爾的企業(yè)制度文化姓名：陳潔英學(xué)號(hào)：060114130系別：外語系專業(yè)班級：國際商務(wù)英語A班指導(dǎo)教師：楊家華二0一0年四月二十五日

OnCorporateInstitutionalCultureofHaierGroupAThesisSubmittedtotheDepartmentofForeignLanguagesZengchengCollegeofSouthChinaNormalUniversityinPartialFulfillmentoftheRequirementsfortheDegreeofBachelorofArtsByChenJieyingTutor：YangJiahuaApril25,2010

TableofContentsAbstracti中文摘要iiTOC\o"1-3"\u1.Introduction11.1Introduction11.2Aimsoftheresearch11.3Theapproachesoftheresearch21.4ThedevelopmentofHaierGroup22.LiteratureReview32.1Theresearchatabroad32.2Theresearchathome3TheClassificationofCorporateCultureandItsRelationwithInstitutionalCulture53.1Thetheoryofcorporateculture53.1.1Thephilosophycultureofcorporate53.1.2Theinstitutionalcultureofcorporate53.1.3Thebehavioralcultureofcorporate63.1.4Thetangiblecultureofcorporate63.2Therelationbetweencorporatecultureandcorporateinstitutionalculture63.3TheSignificanceofInstitutionalCultureinCorporates'Development73.3.1Theconceptionofcorporateinstitutionalculture73.3.2Thefunctionsofcorporateinstitutionalculture 74.TheAnalysisofHaierGroup'sInstitutionalCultureOECManagement 84.1TheconceptionofOECmanagement 84.2ThefeaturesofOECmanagement84.2.1ThetheoryofOECmanagement 84.2.2ThreebasicprinciplesofOECmanagement 94.3ThethoughtofHaier’sinstitutionalculture105.Conclusion115.1ThefeaturesofcorporateinsititutionalcultureofHaierGroup115.2ThereferenceofHaier'sinstitutionalculturefordomesticenterprises11Bibliography13Acknowledgements14AbstractCorporatecultureisthespiritandfoundationoftheexistenceanddevelopmentofcorporates,whichbringsnewvigour,andhasanimportantinfluenceonthedevelopmentofthewholesociety.Corporateinstitutionalculture,asthecornerstoneandbridgeofcorporateculture,combinestangibleculture,behaviouralcultureandphilosophyculturetogether.Certaincorporateinstitutionalcultureinevitablyhasapromotiononthedevelopmentofenterprises.Inthisdissertation,westudythecorporateinstitutionalcultureofHaierGrouponeofthetop500intheworldandtheleaderofChineseenterprises.Byintroducingthedefinitionandsignificanceofcorporateinstitutionalculture,andstudyingHaier'ssuccessfulinstitutionalculture,wefinallyexplorewhatthesuitablecorporateinstitutionalcultureforChineseenterprisesis,sothatitmaygivesomeusefulandmeaningfulreferencesinthebuildingofcorporateinstitutionalculture.KeyWords:Haier;corporateculture;corporateinstitutionalculture;reference

中文摘要企業(yè)文化是企業(yè)生存和發(fā)展的基石，是企業(yè)的“靈魂立法”。它為企業(yè)注入了新的生命活力，對于整個(gè)經(jīng)濟(jì)發(fā)展有著十分重要的作用。而企業(yè)制度文化作為企業(yè)文化的中堅(jiān)力量和橋梁，它更是把企業(yè)文化中的物質(zhì)文化，行為文化和理念文化有機(jī)地結(jié)合為一個(gè)整體。合理的企業(yè)制度文化必然會(huì)促進(jìn)企業(yè)的發(fā)展。本文以世界五百強(qiáng)企業(yè)、國內(nèi)企業(yè)領(lǐng)頭羊海爾集團(tuán)的企業(yè)制度文化為研究對象，通過介紹企業(yè)制度文化的定義及作用，并結(jié)合海爾企業(yè)制度文化的成功例子，以期能為我國企業(yè)在企業(yè)制度文化建設(shè)中起到一定的借鑒作用。關(guān)鍵詞：海爾；企業(yè)文化；企業(yè)制度文化；借鑒1.Introduction1.1IntroductionThetheoryofcorporatecultureoriginatedfromU.S.A.in1980s,andwasintroducedintoChinainthemiddleof1980s.Therearemanyfactorswhichwillaffectthedevelopmentofcorporate,suchasphilosophyculturebuilding,behavioralcultureofcorporateandthetangiblecultureofcorporate,butthecriticalonetosustainedandpromotedthedevelopmentofenterprisesistheinstitutionalculture.Corporateinstitutionalculture,asthecornerstoneandbridgeofcorporateculture,combinestangibleculture,behaviouralcultureandphilosophyculturetogether.Certainandsuitablecorporateinstitutionalcultureinevitablyhasapromotiononthedevelopmentofenterprises.Uponthismainstandpointandidea,thisdissertationbeginswithananalysisofbasictheoryofcorporatecultureandcorporateinstitutionalculture.1.2AimsoftheresearchInthisdissertation,westudythecorporateinstitutionalcultureofHaierGroup.HaierGroupisasuccessfulandfamousexampleofbuildingcorporateinstitutionalcultureinChina.HaierGroupisoneofthetop500internationalbrandsintheworldandtheleaderofChineseenterprises.Throughintroducingthedefinitionofcorporateinstitutionalcultureanditssignificance,andwiththetypicalexampleofHaier'ssuccessfulinstitutionalculture,wecanfinallygetthegeneralideaofwhatisthemostsuitablemethodofbuildingcorporateinstitutionalcultureforChineseenterprisesinthisdissertation,sothatitmaygivesomeusefulandmeaningfulreferencesinthebuildingofcorporateinstitutionalcultureforothercorporates.1.3TheapproachesoftheresearchInthispaper,weanalysethecorporateinstitutionalcultureandtheexampleofHaierGroupwithliteratureresearchmethodologyandinductionmethodology.Inthebasisoftheresearchinexoticanddomestic,themethodofthisdissertationareliteraturestudyandinduction.Throughreadinglotsofresearchaboutthedevelopmentandcharacteristicsofcorporatecultureandinstitutionalculture,thisdissertationpaysattentiontothebuildingofcorporateinstitutionalculture.Itanalysesandconcludestheimportanceofinstitutionalcultureforacompany.Withthemethodofcasestudyandinduction,throughintroducingthedefinitionandsignificanceofcorporateinstitutionalculture,andstudyingHaierGroup'ssuccessfulinstitutionalculture,wefinallygettheessenceofHaierGroup,andexplorewhatisthemostmeaningfulandsuitablecorporateinstitutionalcultureforChineseenterprises,sothatitmaygivesomeusefulandmeaningfulreferencesinthebuildingofcorporateinstitutionalculture.1.4TheDevelopmentofHaierGroupDuringHaierGroup'srunninganddevelopment,ithasdevelopedaspecialandsuitablecorporateculture.Withitsstandingandsuitablemethod,presently,Haierhasenterintotherankoftheworld’slargestwhitegoodsmanufacturer,anditisoneofthetop500Companiesintheworld,whichowns8comprehensiveresearchcenters,19overseastradecompaniesandmorethan50,000employeesthroughouttheworld.GuidedbythebusinessphilosophyofCEOZhangRuimin,Haierhasexperiencedthedevelopmentstages,notedasBrandbuilding,Diversificationstrategystage,InternaitonalizationstrategystageandGlobalbrandbuildingstage.HaieristheonlyChineseenterprisetobeamemberofmanagementdecision-makingteamofInternationalElectro-technicalCommission(IEC)andwasselectedtobethefirst"Practicebaseforstandardinnovation"globallybyIECinJune,2009.Now,HaierGrouphasbeenwidelyrecognizedasaleaderofdomesticenterprisesandthe3rdplayerof3productsintheworldmarketandworld-classcompany.Itpaysattentiontotheinnovationinsatisfyingthedemandsofworldwideconsumersandrealizingwin-winperformancebetweenHaierGroupanditsclients.Throughopenedthemaineconomyareasandsoldthegoodstoothercountries,HaierGroupowneditsoverseasdealernetworkandafter-saleservicenetwork,whichmadeitenjoyfameandreputation.AfterhasexperiencedthedevelopmentstagesofBrandbuilding,DiversificationstrategystageandInternationalizationstrategy,inordertokeeppacewiththedevelopmentofglobaleconomicintegrationandworld-knownbrand,HaierGrouphasenteredthe4thdevelopmentstageglobalbrandingstrategy.Ithastoimproveitsproductscompetitionandcorporatemanagementcompetition,andpayattentiontotheinnovationinsatisfyingthedemandsofworldwideconsumersandrealizingwin-winperformancebetweenHaieranditsclients.Inimplementingitsglobalbrandbuildingstrategy,HaierGroup,in2010,willcontinuetocarryonitsinstitutionalcultureOECmanagementandpromoteitsenterprisespiritof"creatingresourcesandwinningglobalreputation"todevelopitsowncorporatecultureandtofurthersuccess.2.LiteratureReview2.1TheresearchatabroadInthebackofmarket,thereisaforcethatwecansee,thatis,theruleofeconomy,andthereisananotherforcethatwecannotneglect,thatis,thecorporateculture.Thecorporateculturecanprovidenewandlivevigourforenterprises,andhasamostimportantpartinthedevelopmentofeconomyandsociety.Servedasanewbranchofeconomytheoryandmanagementtheory,thecorporateculturehasavalueofdeeperstudynotonlyfromitstheory,butalsofromitspractice.In1980s,Americanscholarspublishedmanyfamousessaysandbooksaboutcorporateculture,suchasTheoryZ(WilliamOuchi,1981),thescholarcomparedthetypicalmanagementcharacteristicsofJapanesecorporatesandAmericancompanies.Thisbookbrieflyanalyzed“Jorganization”ofJapanesecorporatesandAmericancorporates’“Aorganization”.ThecontributionofTheCorporateCulture(Deal&Kennedy,1981)isthatitpointsoutthefivefactorsofcorporateculture.TomorganizedtheeightattributesofthemostsuccessfulcorporatesinU.S.A.inSearchofExcellence:LessonsfromAmerica'sBest-RunCompanies(TomPeters,1982)RichardTannerPascaleandAnthonyG·Athos,1982),theauthorframedthetheorysystemofcorporateculture.Hereafter,thewestscholars’researchincorporateculturemainlyfocusedonthefollowingfactors:First,theresearchaboutthegradationofcorporateculture(Schein,1985).Secondly,theresearchabouttheinfluenceofcorporateculture,Pascale&Athosthoughtthatcorporateculturehasgreatinfluenceinalltheorganizationandeveryday’swork.Thirdly,theresearchaboutcorporateculture’sinfluencefocusedonlong-termrunningachievement.Almostscholarspayattentiontotheresearchintherelationbetweencorporatecultureandlong-termrunningofacompany.ThetypicalresearchwasKotter(1992)pointedoutthatcorporateculturehadgreatinfluenceonstaffandcorporate’slong-termrunning.2.2TheresearchathomeSincethetheoryofcorporateculturewasintroducedintoChinainthemiddleof1980s,itpaysmanyeconomydomesticscholars’attentiontothebuildingofcorporateculture.Therearealargenumberofdissertationsandbookswereissuedandpublished.Amongsomanydomesticscholars'research,TheStudyofCorporateCulture(LuoChanghai,1991)andTheCorporateCultureofChina(LuJiayu,1998)hasdeepandwideinfluence.Thoughtherearemanydissertationsandbooksanalysetheimportanceofcorporatecultureandhowtobuildingcorporateculture,themostsuccessfulandfamousenterprisesinChinaisverylittleandlimited.Domesticscholarspaysmoreattentiontotheconnotationandfunctionofcorporateinstitutionalcultureandhowtobuildanddevelopthistheory.Thedifferencesbetweentheresearchathomeandabroadarethatmanyeconomistsathomeanalyseandreasonthepropositionofcorporateculturethroughthemethodofliteraturestudyandinduction.Theydescribethepracticeofcorporateculturefromtheirexperienceandcasestudy.In2006,HaierGroup,astheleaderofChineseenterprises,whichowns8comprehensiveresearchcenters,19overseastradecompaniesandmorethan50,000employeesthroughouttheworld,waselectedasoneofthetop500CompaniesintheworldbyWorldBrandLad.HaierGroupistheonlyenterpriseinChinawhichenteredintotherankoftop500Companiesintheworldintheduringcontinuousthreeyears.HaierGroupisthemostsuccessfulandtypicalexampleofenterpriseathome,thestudyofthecultureofHaierGrouphasbecomeapopularandmeaningfulsubjectfordomesticscholars,andthisisthereasonwhysomanyscholarspayattentiontothestudyofHaierGroup.ThetypicalbooksareMadeinChinaHaierGroup(YanJianjunandHeYong,2001)andthecorporatestrategyofHaierGroup(SunJian,2002).ThesebookshavethedeepestinfluenceinthefollowingresearchofHaierGroup.3.TheClassificationofCorporateCultureandItsRelationwithInstitutionalCulture3.1ThetheoryofcorporatecultureThetheoryofcorporatecultureoriginatedfromU.S.A.in1980s,andwasintroducedintoChinainthemiddleof1980s.Theword"culture"isoriginatedfromtheoldLatinverb"cultura",itsoriginalmeaningisfarmingandcivilization.Withthedevelopmentofsociety,thedefinitionofcorporatecultureis"thatiscreatednaturallyandautomatically.Everytimepeoplecometogetherwithasharedpurpose,cultureiscreated.Thisgroupofpeoplecouldbeafamily,neighbourhood,projectteam,orcompany.Cultureisautomaticallycreatedoutofthecombinedthoughts,energies,andattitudesofthepeopleinthegroup."(DebraThorsen,2005:3)Corporateculturecanbeseemasatermwhichdescribesthecollectivebeliefsofcorporate,anditprovidesacompanywithitsownuniqueflavorandattitude.Businessesofallsizespossescertaintypesofcorporateculture,inthateverycompanyhasasetofvaluesandgoalsthathelptodefinewhatthebusinessisallaboutandhowtodevelop.Andcorporatecultureisthemotiveforceforsustaineddevelopmentofenterprises,anditisalsothecorecompetenceofaenterprise.First,corporateculturecansavethecostsofproduce,affectcorporatelongperformance,andfinallydeterminewhetherenterpriseissuccessornot.Secondly,corporatecultureisthecorecompetenceofenterprises,whichbringsinsustaineddevelopmentofcorporates."Theeasiestwaytothinkofcorporatecultureisthatitisanenergyfieldthatdetermineshowpeoplethink,act,andviewtheworldaroundthem.Cultureispowerfulandinvisibleanditseffectsarefarreaching."(DebraThorsen,2005:3)Corporateculturecanbedividedinto4parts,thatis,thephilosophycultureofcorporate,theinstitutionalcultureofcorporate,thebehaviouralcultureandthetangiblecultureofcorporate.3.1.1ThephilosophycultureofcorporateThephilosophycultureofcorporateisakindofgroupconsciousnessandvalue,whichisusedtoguideenterprises'engagementinproducinggoods.Itrepresentsthecommonwealthpursuitofmoststaffincorporate,canstimulatethestaff.Corevaluebringscorporatecultureforcebyanintegrationofdifferentkindsofvalues.Theforceisoneoftheimportantcontentofcorecompetence,andthefoundationofcorporatecorecompetence.Thephilosophycultureofcorporateaffectscorporates'abilitiesofbusiness,managementandinnovation,andfinallyembodiedspecificcompetenceofitsproductsandservices.3.1.2TheinstitutionalcultureofcorporateInenterprises,institutionalcultureisthecombinationofpeopleandgoods,andthemirrorofpersonalvalueandideas.Itisnotonlythefirmformatofadaptingtangibleculture,butalsothemajormechanismandcarrierofformingphilosophyculture.Withitsfirmingandconveyingfunction,institutionalculturehasagreatinfluenceonthebuildingofcorporateculture.Theinstitutionalcultureincludesthreeaspects:leader,organizationandmanagementmechanism.3.1.3ThebehavioralcultureofcorporateThebehaviourcultureofcorporatemeansthattheculturalphenomenonoftheengagementinenterprisemanagement,education,personnelactivityandentertainment,whichreflectsthewayandtheideaofcorporates,alsoreflectsthespiritandvalueofenterprises.Thebehaviouralcultureofcorporateaffectsonthedevelopmentandefficientofcorporate.Accordingtothestructureofstaff,thebehaviouralcultureofcorporatemainlyincludesthemanagers'behave,theoutstandingentrepreneurs'behaveandthestaff'sbehaveincompany.3.1.4ThetangiblecultureofcorporateAsabranchofsocialsystem,corporateculture'smajorcharacteristicisthatitistheembodimentofgoods,andthetangiblecultureofcorporateisitsexpressioninreality.Thetangiblecultureofcorporateiscultureofgoodsthatiscreatedbythestaff,whichistheexternalcentrepieceofcorevalueintermsofeasyvisibleandchangeable.The

tangiblecultureistheappearanceofinstitutionalculture,whichiscreatedbyitsowninstitution.Agoodinstitutionalcultureisrepresentedbypayingattentiontotheexploitofgoods,thequalityofserviceandtangiblephenomenon.3.2TherelationbetweencorporatecultureandcorporateinstitutionalcultureInstitutionisoriginatedfromtheLatinverb"institute",whichhasmeaningofpurposeandestablishment.ShorterOxfordEnglishDictionaryexplainstheword"institution"as"anestablishedlaw,custom,usage,practice,organization".InModernChineseDictionary,theverb"institution"isdividedintotwomeanings,thefirstoneisthattheworkingregulationsandbehaviourstandardsthateverybodyshouldcomplywith,ontheotherhand,institutionmeansthatsystemswhichisformingbyacertainhistoricalcondition,suchaspolitics,economiesandcultures.Generallyspeaking,weoftenunderstandthemeaningofinstitutiononthebasisofitsfirstmeaning,thatis,institutionmeanstheworkingregulationsandbehaviourstandardsthateveryoneshouldtakeasprinciples.DanielEtoungaManguelle(1992)believesthat"cultureisthemotherofinstitution."Cultureandinstitutionisinterdependent,whichpromotemutually.Corporatecultureincludesinstitutionalculture,andinstitutionalculturerepresentsculture.Acorporateculturewithoutinstitutionalcultureandaninstitutionwithoutcultureareunthinkable.Firstly,corporatecultureformsinstitutionalculture.Thecoreofcultureisvalue,andvalueisthedirectfoundationofforminginstitution.Secondly,corporateinstitutionalculturereinforcescorporateculture.KarlHeinrichMarx(1857),thefatherofMarxism,inhistheory,pointedoutthattheformingofinstitutionisinstructedbysometheories,andontheprocessofstrengtheninginstitution,itwillformcorporateculture.3.3TheSignificanceofInstitutionalCultureinCorporates'Development3.3.1TheconceptionofcorporateinstitutionalcultureCorporateinstitutionalculturemeanstheprocessthatvalueswhicharepromotedbycorporateturnintoanoperationalorganizeinstitution.Itis"anestablishedlaw,custom,usage,practice,organization."(ShorterOxfordEnglishDictionary)Thevalueofcorporateshouldturnintoaninstitution,inotherwords,anenterprise'sinstitutioncultureisintendedtorepresentspiritofvalue,orthecultureofcorporatecannotbesuccessful.Intermsofphylogeny,corporateinstitutionalcultureisoriginatedfromcorporateculture.Corporateinstitutionalcultureisarealmofcorporatecultureandcorporatemanagement.Theinstitutionalcultureincludesthreeaspects:leader,organizationandmanagementmechanism.3.3.2ThefunctionsofcorporateinstitutionalcultureInenterprises,institutionalcultureisthecombinationofpeopleandgoods,andthemirrorofpersonalvalueandideas.Itisnotonlythefirmformatofadaptingtangibleculture,butalsothemajormechanismandcarrierofformingphilosophyculture.Theinstitutionalculturedecidesthesuccessorthefailureofanenterpriseinalargeextent.Withitsfirmingandconveyingfunction,institutionalculturehasagreatinfluenceonthebuildingofcorporateculture.Institutionalcultureisoneofthemajoraspectsofthebuildingofcorporates,whichhasmanyfunctions.Firstly,buildinganinstitutionalcultureistheneedofrealizingcorporate'svalues.Aswhatwementionedabove,corporatecultureformsinstitutionalcultureandinstitutionalculturestrengthensthecultureofcorporate.Aninstitutiondirectswhatstaffdoandhowtheyvalue,anditwillhasagreatimpactontheproduction.Secondly,aninstitutionisthebasisofefficientmanagement.Usinganinstitutiontoorganizemillionsofworksandhandlecomplexsocialproblemsisageneralexperiencewhichisformedbytheactivityofpeople'sthousandyearsofworking.Lastbutnottheleast,buildinganddevelopingacorporateinstitutionalculture,itcanpushacompanytofarwardonthebasisofrivalryandcompetition.Asweallknow,scienceandtechnologyconstituteaprimaryproductiveforce.Acompanycannotexistwithouttechnologyandcreativity.Ifacompanydoesnothaveasenseofrivalryandcompetition,thereisnodevelopment.Agoodinstitutionalculturecandirectanenterprisetoorganizethegoodsandstaff,andithasagreatimpactonthedevelopmentandsuccessofacorporate.4.TheAnalysisofHaierGroup'sInstitutionalCultureOECManagement4.1TheconceptionofOECmanagementOECmanagementisimplementedanddevelopedasthecornerstoneofHaier'scorporateinstitutionalculture.Itisanabbreviationofoveralleverycontrolandclear.AccordingtoHaierGroup'sowncharacteristic,itisdevelopedintoanextensionoftheconceptionofISO900and5s.OECiscalledas"theswordofHaier"inmanagementarea."OEC"meansthatneverputoffwhatyouhavedotodayuntiltomorrow,everycheckwillnotbemissed,everythingwillundercontrolandeveryonecandosomething,accordingtotheefficiencyandaccess,wecantakeeverythingandeveryoneundercontrol.Donotputofftoday'sworkfortomorrowandtodaycanimprove1%thanthedaybefore.4.2ThefeaturesofOECmanagementThefeaturesofOECmanagementcanbeconcludedas“itisnotonlysimplebutalsocomplicate.”“Simple”isthemostsignificantfeaturesofOECmanagement.Comparedwithothercompaniesmanagement,OECmanagementisdevelopedbyHaierGroup,anditiseasytocontrolandcarryon.Inanothersense,OECmanagementiscomplicate,whichisnoteasytocarryon.ItseemsthateveryonecanunderstandtheconceptionofOECmanagement,butitisnoteasytocarryitontheprocessofbuildinginstitutionalcorporateculture.ManyenterprisesfollowHaierGroup’smanagementmethodtodeveloptheirowncompanies,anditisfailtoachievetheirgoals.ThefailureofbuildingcorporateinstitutionalcultureisthattheydonottakeintheessenceofOECmanagementanddevelopittotheirownmanagement,whichisapplicabletotheirownenterprises.4.2.1ThetheoryofOECmanagement“Thepurposeofthe"OECApproach"istoachieveeachday'splan,evaluatethatplan,andimproveuponthosedailyaccomplishments1%betterthanthedaybefore.”(HaierGroup,2008)ThetheoryofOECmanagement,"Ball-on-Slope",hasbeenthecornerstoneofHaier'smanagementculture.AsonepartofimplementingtheOECmanagementmodel,HaierGroupstartedanddevelopedthetheoryof"Ball-on-the-Slope",whichmeansthat“acompanyisakintoaballonaslope.Twoforcesareneededtomovetheballuphill:onetokeeptheballfromrollingbackdowntheslope(businessmanagement)andtheotheristheforcenecessarytokeeptheballmovingupwards(thecompany'scapacitytoinnovate).”(HaierGroup,2008)(/about/culture_index_detail18.shtml)ThispicturefiguresouttwoforcesoftheBall-on-the-Slopetheory,businessmanagementandthecompany’scapacitytoinnovate.ThetheoryofOECmanagementisthekeytobuildingacorporateinstitutionalcultureandbridgetoacompany’ssuccess.4.2.2ThreebasicprinciplesofOECmanagementOECmanagementmodelhasthreebasicprinciples,whichare“P.D.C.A”principle,theprincipleofcomparisonandanalysisandtheprincipleofimprovement.ⅰ."P.D.C.A"principle“P.D.C.A”(PPLAN,DDO,CCHECK,AACTION.)Everythinghasitsownprocesstosuccess.Itisourhopethateverybodywillsticktotheendandtoseeeverythingthrough.,soitisvirtualandimportanttotakeintheprincipleof“P.D.C.A”tocarryonandcompletetheOECmanagementmodel.“P.D.C.A”meansthateverythinghasitsownbeginningandend,weshouldsticktobuildcorporateinstitutionalculturestepbystep.ⅱ.TheprincipleofcomparisonandanalysisNocomparison,nodevelopment.Ifacompanywantstodevelopandsuccess,itneedstocomparewithotherenterprisestocheckdisadvantagesandseekformoreadvantagesinstitutionalculture.Theprincipleofcomparisonandanalysishastwoaspects,whichmeansthatacompanyshouldcomparewithitspast,andcomparewithotherenterprisesintheinternationalmarketwhichareinthesameline.ⅲ.TheprincipleofimprovementTheprincipleofimprovementmeansthatacompanyneedstofindoutitsweakpointsanddisadvantages,andimprovethemintime.Ifacompanywantstobesuccessful,onlydevelopmentisnotenough,wealsotakeintheprincipleofimprovementtobreakoutandimprovethebalancebefore.Onlyimprovementcansetenterprisesinmotion.HaierGroupareseekingforitsweakpointsanddisadvantageseveryday.4.3ThethoughtofHaier’sinstitutionalcultureFromthischapter,wecanseethatHaierGroupisverysuccessfulinthedomainofbuildinginstitutionalculture.Itdevelopsitsowninstitutiontokeeppacewithitsdevelopment“OEC”management.Thoughthismethodofmanagement,HaierGroup’sstaffhastheirownmethodofproduceandtheirsalaryiscalculatedaccordingtoefficiencyofproduction.Thismanagementcanstimulatethestaff’sworkingefficiencyandinterests,andbringprofittocompany.5.Conclusion5.1ThefeaturesofcorporateinstitutionalcultureofHaierGroupInenterprises,institutionalhasaveryimportantposition,itisthecombinationofpeopleandgoods,andthemirrorandreflectionofpersonalvalueandideas,alsothespiritofacompany.Withitsfirmingandconveyingfunction,institutionalculturehasagreatinfluenceonthebuildingofcorporatecultureandthedevelopmentofanenterprise.Aswhatwementionabove,HaierGroupdevelopstheOECmanagementonthebasisofthreeprinciples,thatis,the“P.D.C.A”principle,theprincipleofcomparisonandanalysisandtheprincipleofimprovement.WecangetthegeneralideaofthecharacteristicsoftheinstitutionalcultureinthedevelopmentofHaierGroup.HaierGroupsetsupitsplanandgoalfirstly,andclearupeachday’swork.Itaskseveryoneshouldfillina“3E”card,whichisrecordedtheireverydayandeverything,andpublishtheirdailysalary.Thiscustomhasspreadformanyyears.Inthesebasis,HaierGroupformsanddevelopsitownspecialinstitutionalcorporatecultureOECmanagementmethod.ThetheoryofOECmanagementisthekeytobuildingacorporateinstitutionalcultureandbridgetothesuccessofHaierGroup.5.2ThereferenceofHaier'sinstitutionalculturefordomesticenterprisesHaierGroupistheleadingbrandinChina,whichisknownasoneofthetop500intheworld.Byintroducingthedefinitionandsignificanceofcorporateinstitutionalculture,andstudyingHaier'ssuccess