企業(yè)文化建設(shè)英文

1、ReportIntroductionIn any companies has its own culture. Some culture is strong, others culture is weak. No matter the culture is strong or weak that will impact on the development of enterprises.Therefore, enterprisesshould also take effective measuresto maintain the corporate culture. Wegman is a g

2、rocery store. He has a strong corporate culture, but also affect their employeesfollow the Wegman's culture.1. Strong and Weak Culture1.1 Definition of Strong and Weak cultureAn organization must be composed of both a variety of cultural. So we can divide these into strong and weak culture, acco

3、rding to different attributes of cultureSst.rong Cultureis the key values are strongly held and widely recognizedcultural organizationsby the public. Strong Culture will restrict a manager'sdecision-making related to choice of all management functions. It determines what people should do or not

4、do anything. Organizations have strong cultures have a very clear recognition of the value. Strong cultural impact for the employee'sbehavior, and reduce staff turnover have more direct contact. On the contrary, (Philip Kotler & Gary Armstrong , M 2010 ) Weak Cultureis the key values that ca

5、nnot be widely accepted and strongly insist cultural organizations.In a strong culture, the organization'score values are both strongly held and widely shared. The more members who accept the core value and the greater their commitment to those value is, the stronger culture is. Consistent with

6、this definition, a strong culture will have a great influence on the behavior of its employeesbecausethe high degreeof sharing and intensity creates atmosphere of high behavior control.1.2 The culture of WegmanCharacterize Wegman's culture is a Strong Cultur.eStrong culture for the greater impac

7、t of employee behavior, and reduce staff turnover have a more direct relationship. A special result of a strong culture should be lower employee turnover. (Robbins, S.P. and Coulter, M, 2007) A strong culture demonstrates high agreement among members about what the organization standers for. Such un

8、animity of purpose builds cohesiveness,loyalty and organization commitment. These qualities, in turn, lessen employees' propensity to leave the organization.In general, grocery stores are not considered as a good place to work. Compared with other professions, Low income is in this profession. T

9、he result is an industry that sees high annual turnover rate. Employees at Wegman, however, view working for a grocer a bit differently. Instead of viewing their job as a temporary setback on the way to a more illustrious career, many employees at Wegman view working for the company as their career.

10、 This is becausethere is a strong culture of Wegman; it can cultivate working interest of employeesso that employeestake pride at work. Employees and the company formed a consistent identity.1.3 How Wegman's cultural to influence staffWegma n want to let the culture which is dyn amic, happy, mut

11、ual aid, loyalty can affect every employee, and will susta in this culture. Therefore, the Wegma n has done a lotIngrained man agersWegma n's culture is ingrained in the senior man agers. More tha n half of these man agers start work ing here since a tee nager. Wegma n's cultural impact on t

12、hem is profo und. They have bee n work ing at Wegma n at least two decades; their feeli ngs of Wegma n are deep. Their understanding of the company's culture is also very thorough. Thus, these managers leadership employees,they will follow the Wegman's culture, which can cultivate a loyal We

13、gma n's employees. This en ables the formatio n of cultural heritageCareful select ion employeesWegman s is very carefully in selecting employees.Employees at Wegman are not selected based on the mental ability or experie nee, but in the in terest of the can didates as a judgme nt sta ndard. Weg

14、ma n wish to hire employees a real in terest in food, they can help the compa ny maintain concerned on the delicious food. Such employees are in line with Wegma n'sow n culture, they are also more likely to accept the compa ny's other cultures.Cautious expa nsionBecauseWegman s carefully sel

15、ects employees. So the growth is often slow and meticulous, with only two new stores ope ned each year. While this rate of expa nsion is slow but it can en sure that each store contains a stro ng culture of Wegma nWhe n a new store is opened, employeesfrom existing stores are brought into the new st

16、ore tomai nta in the culture. The exit ing employees are the n able to tran smit their kno wledge and the store' s values to the new employees.2. Wegma n's Culture2.1 The primary source of Wegma n's cultureThe orga ni zati on's curre nt customs, traditi on, and the gen eral way of do

17、ing things are largely due to what it in has done before and degree of success it has had with those en deavors. This leads us to the ultimatsource of anorganization s culture: its founderFoun ders of the orga ni zati on traditi on ally have a major impact on the early culture. They have a visi on o

18、f what the orga ni zati on should be doing somethi ng for future. They do not accept the previous practice or the shackles of ideology. (Li Sufang J 2009) A typical feature of the new orga ni zatio n is small size. This is further ben eficial that the foun der impositi ons of their own visio n on al

19、l members. There are three ways to create a cultural.First: foun ders hire and keep on ly employee who thi nk and feel the same way they do.Secondin doctri nati on and socialize employees to their way of thi nki ng and feeli ng.Finally founders' own behavior acts as a role model that encourageem

20、ployeestoide ntify with them and thereby intern alize their beliefs, values, and assumpti on.Wegma n's flagship store located in New York, which is the brothers of Joh n and Walter Wegma n foun ded in 1930. Its specialfeature is a coffee shop that seatedi n the store can accommodate300 people. O

21、bviously, foun ders pay atte nti on to the delicious foods highly. Therefore, they hire people who are really in terested in food. This helps to maintain the foun ders 'ideas focus ing on the food, creati ng the orig inal Wegma n' sculture. Wegma n's developme nt it seems to be successfu

22、l today. Thus, the foun dersatte nti on to the delicious food becomes see n as a primary determ inant of that success.His successoris con sta ntly stre ngthe ned and developed new cultures, such as in creased employee ben efits. At this point, the founders' entire personality becomes embedded in

23、 the culture of the Wegman.2.2 Sustain own cultureOnce a culture is in place, there are practices within the orga ni zati on that act to main ta in it by giving employees a set of similar experie nces. The select ion process, performa nee evaluati on critical, trai ning and developme nt activities,

24、and promoti on en sure that those hired fit in with the culture, reward those who support it. (Stephen P. Robbi ns & Timothy A. Judge M 2008) In susta in Wegman s cultural process,ma inly used two methods: Select ion practices,the acti ons of top man ageme nt.Selectio n practicesThe explicit goa

25、l of the selecti on process is ide ntify and hire in dividuals who have the kno wledge, skills, and abilities to perform the job withi n the job with in the orga ni zatio n successfully. Wegma n is a food store, he hired staff, of course, is in terested in food as a con diti on of selecti on. This s

26、electi on criteriaa nd Wegma n's cultureto mai ntai n have a sig nifica nt relati on ship. In this way, the compa ny in the selecti on staff process in sisted the Wegma n culture, scree nin gout those who are not in terestedin food, or threate n Wegma n's culture.The acti ons of top man agem

27、e ntThe actions of the top managementalso have a major impact on the organization s culture. Top management,through what they say and behavior to establish the role model, penetrating into the organization used to maintain the organization'sculture. Wegma n's first gen erati on of man agers

28、to focus on employee in terest in food, so whether intentional or not employees will pay attention to food s concerns. Walter's son Robert served as Preside nt, he believed himself and the employee has not differe nt, Walter's son as preside nt, he and the staff do not con sider themselvesdi

29、ffere nt, so he immediately in crease the nu mber of employees gen erous ben efits, such as profit shari ng and medical coveragecompletely paid for by the compa ny. Now the Wegma n preside nt is Robert's son Danny. He con ti nued to carry forward the Wegma n's traditi onal of concerning for

30、its employees2.3 Another ways to maintain company's culture SocializationIn addition to selection practices and acting of top management,maintained organization culture approach there are many typesSocializatio n is an effective methodNo matter how good orga ni zati on does in staff selecti on a

31、nd recruitme nt, new employees cannot fully adapt to the organizational culture. Becausethey are not familiar with the organization'sculture. (StephenP. Robbins & Timothy JudgeM 2008) New employeesare likely to disturb thecon cepts and habits that are in placed in orga ni zati on. Orga ni za

32、ti ons will, therefore, n eed to help new employeesadapt to the organization'sculture. The adaptation process is called socializati onSocializationcan be divided into three stages.Prearrival Stage Including all learning activities occurred before the new members to participate in Orga ni zati on

33、. During this phase, we can clearly see each in dividual's differe nt values and expectati ons of the compa ny. Encoun ter Stage At this stage, new members can see the true character of the orga ni zati on. New employees may face to disc onn ected problem betwee n pers onal expectati ons and rea

34、lity. The period is a crucial stage of the process socialization .is when the organization seeks to mold the outsiders into an employee “ in good standing” Metamorphosis StageTo solve the problem during the collision may last a relatively long period of time. The new employee masters the skills requ

35、ired for the job that successfully performs the new roles, and makes the adjustments to the work group s values and norms.For example, atLimited Bran ds, Newly appo in ted vice preside nt and regi onal director through One month trai ning program, it called “ on board ing' . Purposeis to allow t

36、hese senior executives in tegratei nto the compa ny's culture. During the month they have to no direct resp on sibilitiesfor tasks associatedwith their new positi ons. In stead, they spe nd all their work time meeti ng with other senior leader an d men tors worki ng the floors of retail stores,

37、evaluati ng employee and customer habits, inv estigat ing the competiti on, and study ing Limited Brands' past and curre nt operati ons.3. Lear n Culture in Wegma n3.1 How to lear n Wegma n's culture StoriesEach compa ny will circulated a nu mber of small stories in compa ni es. They are usu

38、ally the followi ng aspects: foun der experie nee, cutt ing workers, in crease labor welfare. The purpose of promoted the story is to provide expla nati on and support for the orga ni zati on 'spolicy .In Wegma n, man agersofte n tell employeesto Wegma n'sfoun ders set up in the store coffee

39、 shop, that unique approach to food concern make Wegman stands out in many grocery stores.Wegma n use a part-time in the compa ny's 19-year-old college stude nts Sara as an example. He always remembers Joh n Wegma n for her help to display shop full of praisel. love this place* she says. “ If te

40、achi ng does not work, I would do a full-time at Wegna n” Wegman s with specific story shows that working in the Wegman is a matter of pride for the employees.This method is an importa nt reas on for the successof Wegma n' sculture. Reflects, among employees and Wegma n, have a strong cohesi on.

41、 Freque ntly described such stories, it provide a good expla natio nand cha nnel to un dersta ndthe Wegma n's culturefor Wegma n's employees, especially new employees.3.2 Another ways t to learn company' s cultureExcept telli ng stories, Wegma n also can tran sfer their corporate culture

42、 to subord in ates in many ways. Other effective methods like establishme nt of a fixed ritual, Creati on of material symbol, and using the intern al la nguage.Establishme nt of a fixed ritualRituals are repetitive seque nces of activities that express and rein force the key values of the orga ni za

43、tior what goals are most importa nt, which people are importa nt, and which people are expendable.Wegman can create their service standardsinto the slogan, requiring employees to read out loud every morning, as an incentive way to the employees to follow corporate culture. Morni ng, we bega n to wor

44、k, read ing the sloga n can in crease employees' motivati on. for work, can also remi nd staff to allow employees more memorizi ng Wegma n's culture Through this cerem ony, members of the Wegma n's closely lin ked, and to stre ngthe n the Wegma n's culture, among the staff.Creati on

45、of material symbolThe layout of corporate headquarters, the type of automobiles top executives are give n, and the prese nee or abse nces of corporate aircraft are a few exemplas of material symbol. Wegma n can set their own material symbol, such as the size of the office at differe nt levels, vario

46、us positi ons of office furn iture grade, the additi onal allowa nces and cloth ing to senior man ager.Thesematerials convey to staff such a symbol of in formatio n that who is importa nt, the degree of what equality by executives expects, and what behavior is appropriate. As Wegma n's culture b

47、elieves that man agers and ordinary employees is not much differe nee, they are very concerned about the employeesa nd many gen erous ben efits to employees. So the material symbol may not be obvious in Wegma n.Using the intern al la nguageOrga ni zati ons, over time, tend to develop some specific t

48、erms, the intern al la nguage, to describewith equipment, office, key personnel, suppliers, customers,which related to their business. Wegman and departments within the Wegman should create some internal language, and use these languages as a way to identmifyembers of Wegman culture or subculture. I

49、n general,Wegman's employeesjust entered would be confused by these phrases and jargon, but about six months later, these elements will be turned into part of their language. Once employees who mastered this internal language, it formed employees of the common features withWegman's culture.

50、This also conducive to the protection Wegman' s culture3.3 The most effective way to learnI think the most effective method is to structures and provide a learning platform for employees. Learning platform refers to that everyone participated equal, interactive communication, and exchangeand sha

51、ring of learning spaces,learning opportunities and learning tools.The main forms are: network learning, books databases, training, conferences, and study room. The company has a bright andspacious librarystaff can support all kinds of learning materials and a good learning place; maturing of the int

52、ernal and external training would provide employees with the opportunity to update professional knowledge; modern networked office conditions can offer employees with more learning opportunities. This able to create a learning environment that can advocate the idea of at work to learn, the learning

53、to work, to create a good learning environment and opportunities for the staff. So that learningwill become a culture.4. The Importa nee of CultureIn order to develop, en terprisesmust seek more seie ntific, more systematica nd complete man ageme nt system. Culture provides the n ecessary orga ni za

54、ti onal structure and man ageme nt mecha ni sms. Con temporary compa nies to mai ntai n steady and con ti nu ous developme nt must be develop its own unique corporate culture. Building of enterprise culture has an important role for en terprise developme nt strategies, improve en terprise man ageme

55、nt.4.1 Promote to improve the core competitive nessCorporate cultures promote to improve the core competitive ness of en terprises. In the widely shared values un der the guida nee of bus in esspractices, employeeswill have a sen seof bel onging, missio n, and ide ntify with corporate image.(Guo Son

56、 gya ngJ 2006) Corporate culture is the internal dynamics of enterprisedevelopment. This is mainly embodiedin the three functionsCohesion function. It can put people together tightly; make their purpose clear and cohere nt. As long as the fun dame ntal goal choos ing the right compa ny, we can make

57、the corporate profits of most of the workers un ify and form a stro ng cohesive ness.Oriented functions. Corporate values and entrepreneurial spirit can put forward Ion g-term sig nifica ncefor the compa ny developme nt strategy.Corporate culture is the fun dame ntal basis for the developme nt of co

58、mpetitive strategiesa nd policies in the market competitio n.Motivate function. Motivation is a kind of spiritual power and status, which mobilize and stimulate enthusiasm, initiative and creativity of workers. It allows employees to find the goal, and the opport un ity to play tale nt.4.2 To the Be

59、sunyoung s culture as an exampleBesunyoung in the corporate culture, " in tegrity, pragmatic, inno vative" bus in ess philosophy is highly respected. Based on this, Bes unyoung create a good team, both in market research and pla nning or product promoti on. Bes unyoun ghave bee n in this b

60、us in essphilosophy, asthe corn erst one of developme nt. And created a lot of "Bes unyoung" miracle in the domestic field of health tea. (Zhou Yunhe & Luo Wen J 2010) Besunyoung raised the requirements cd sen seof own ership. It is that to each in dividual regard compa ny as their own home, to promote the work actively. This conce