IT職場英語教學(xué)課件Unit6 IT Corporate Culture

Unit6ITCorporateCultureIT職場英語教師用書Unit6ITCorporateCulture念握如何撰寫建議信3.評價IT領(lǐng)域中不同公司的文化了解科技翻譯中的副詞翻譯II:練習(xí)題答案Task1ThinkbeforeYouRead1.1對于賈瓦哈拉爾尼·赫魯?shù)倪@句話“cultureisthewideningofthemindandoftNameofCorporateCultureIBMDedicationtoeveryclient'ssuccessInnovationthatmatters,forourcompanyandfortheworld.Trustandpersonalresponsibilityinall3MRespectsthedignityandworthofindividuals.Encouragestheinitiativeofeachemployee.Challengesindividualcapabilities.Providesequalopportunity.FordQualitycomesfirst.Customersarethefocusofeverythingwedo.Continuousimprovementisessentialtooursuccess.Employeeinvolvementisourwayoflife.Weareateam.Dealersandsuppliersareourpartners.10ExamplesofCompaniesWithFantasticCulturesHavinggreatcompanycultureisnolongerjustanoption.Today’sworkersconsiderasmuchastheyconsidersalaryandbenefits.Infact,fantasticcompanycultureisalmostexpectedalongwithothertraditionalbenefits.Unit6ITCorporateCultureIT職場英語教師用書Whiletheculturethatworksforonecompanymightnotworkforanother,youcanlearnalotfromcompanieswhoaredoingitright,andgetstartedoncompanyculturehacksofyourown.Itstartswithaculturalfitinterview,whichcarrieshalftheweightofwhetherthecandidateishired.Newemployeesareoffered$2,000toquitafterthefirstweekoftrainingiftheydecidethejobisn’tforthemT.encorevaluesareinstilledineveryteammemberEmployeeraisescomefromworkerswhopassskillstestsandexhibitincreasedcapabilitynotfromofficepoliticsPortionsofthebudgetarededicatedtoemployeeteambuildingandculturepromotion.efitsandaworkplacethatisfunanddedicatedtomakingcustomershappyallfitinwiththeZapposapproachtocompanyculture--whenyougetthecompanyculturerightgreatcustomerserviceandagreatbrandwillhappenonitsown.TakeawayZapposhiresaccordingtoculturalfitfirstandforemost.Ithasestablishedwhatthecompanycultureis,andfittingintothatcultureisthemostimportantthingmanagerslookforwhenhiring.Thispromotesthecultureandhappyemployees,whichultimatelyleadstohappycustomers.WarbyParkerthatlevelofsuccessisateamdedicatedtoculture.Thatteammeansthatapositivecultureisontheforefront,settingupfunlunches,eventsandprograms.Thecompanymakessurethatthereisalwaysanupcomingeventsotheentireteamhassomethingtolookforwardto,anditusesmethodstomakesuretheentireteamworkswelltogetherbyinsistingeveryonehelpskeepbreakareascleanorsendingrandomemployeesouttolunchtogether.Takeaway:WarbyParkerhasmadecompanyculturedeliberatebycreatingadedicatedteamtaskedwithcomingupwitheventsandprogramstopromotecommunity.Greatcompanyculturedoesn’thappenonitsown.irlinesTheairlineindustryisoftenmockedforgrumpyemployeesandpoorcustomerservice,butSouthwestAirlinesbucksthosetrends.CustomersloyaltoSouthwestoftenpointtohappyandfriendlyemployeeswhotryhardtohelp.Southwestisn’tnewtothegame.It’sbeeninoperationfor43years.Yetsomehow,duringallthattimethecompanyhasmanagedtocommunicateitsgoalsandvisiontoemployeesinawaythatmakesthemapartofaunifiedteam.Southwestalsoissiontogothatextramiletomakecustomershappyempoweringthemtodowhattheyneedtodotomeetthatvision.TakeawayEmployeeswhoareconvincedofalargercommongoalarepeoplewhoareexcitedtobepartofalargerpurpose.TwitterEmployeesofTwittercan’topravingaboutthecompany’sculture.Rooftoplycoworkersandateamorientedenvironmentinwhicheachpersonismotivatedbythecompany’sgoalshaveinspiredthatpraise.ercanalsoexpectfreemealsattheSanFranciscoheadquartersUnit6ITCorporateCultureIT職場英語教師用書alongwithyogaclassesandunlimitedvacationsforsome.Theseandmanyotherperksarenotunheardofinthestartupworld.ButwhatsetsTwitterapart?Employeescan’tstoptalkingabouthowtheyloveworkingwithothersmartpeople.Workersraveaboutbeingpartofacompanythatisdoingsomethingthatmattersintheworldandthereisasensethatnooneleavesuntiltheworkgetsdone.Takeaway:Youcan’eathavingteammemberswhoarepleasantandfriendlytoeachotherandarebothgoodatandlovewhattheyaredoing.Noprogram,activityorsetofrulestopshavinghappyandfulfilledemployeeswhofeelthatwhattheyaredoingmatters.WhileoilandgascompaniesareprimetargetsforalotofnegativePRandpublicire,comparedChevronwithothersimilarcompaniesandpointedout“theChevronway”eingonededicatedtosafetysupportingemployeesandteammemberslookingoutforeachother.howsitcaresaboutemployeesbyprovidinghealthandfitnesscentersonsiteorthroughhealth-clubmemberships.Itoffersotherhealth-orientedprogramssuchasmassagesandpersonaltraining.Chevroninsistsemployeestakeregularbreaks.Inotherwords,thecompanyshowsitcaresaboutthewell-beingofemployees,andemployeesknowthattheyarevalued.eebeerSimplyprovidingemployee'swithasenseofsafetyandwell-beingandcreatingapolicywhereeveryonelooksoutforeachothercaneasilysuffice.ThissuccessfulstartupisregularlyvotedasoneofthebestplacestoworkinNewYorkCity.Itscompanycultureisonethatis“flat,openandcreative.A”flatorganizationisonewherethereisno(orveryfew)levelsofmanagementinbetweenstaffandexecutives.Thisapproachismorecommonamongstartups,andcanbetrickytomaintainasacompanygrowslarger,generallyrequiringgroupstoform.SquareSpacealsooffersrobustbenefitsandperks,including100percentcoverageofhealthinsurancepremiumsflexiblevacations,attractiveofficespace,cateredmeals,stockedkitchens,monthlycelebrations,relaxationspacesandperiodicguestlecturers.Solidbenefitssuchasthesehelpaculture,butarenotthesoleinstigatorofsuccessfulcultureDown-to-earthleadersanddirectaccesstomanagementhaveagreatdealofimpact.TakeawayEmployeesfeeltheirvoicescanbeheardwhentheyaren’tmuffledunderlayersofmanagement.Thisleveloffreedomandempowermentcreatesconfidentemployeesandimprovesmorale.ngnottomentionGoogleonalistofcompanieswithgreatcultureGooglehasbeensynonymouswithcultureforyears,andsetsthetoneformanyoftheperksandbenefitsstartupsarenowknownfor.Freemeals,employeetripsandparties,financialbonuses,openpresentationsbyhigh-levelexecutives,gyms,adog-friendlyenvironmentandsoon.Googlersareknowntobedriven,Unit6ITCorporateCultureIT職場英語教師用書talentedandamongthebestofthebest.AsGooglehasgrownandtheorganizationhasexpandedandspreadout,keepingauniformculturehasprovendifficultbetweenheadquartersandsatelliteoffices,aswellasamongthedifferentdepartmentswithinthecompany.Thelargeracompanybecomes,themorethatculturehastoreinventitselftoaccommodatemoreemployeesandtheneedformanagement.WhileGooglestillgetsstellarreviewsforpay,perksandadvancement,therearealsosomeemployeeswhonotegrowingpainsthatyou’xpectfromsuchahugecompany,includingthestressassociatedwithacompetitiveenvironment.HiringandexpectingthebestfromemployeescaneasilybecomeastressorifyourcultureTakeaway:Eventhebestcultureneedstorevisititselftomeetagrowingcompany’steam.Themostsuccessfulcompanycultureleadstosuccessfulbusiness,andthatrequiresanevolvingculturethatcangrowwithit.Foroutdoorenthusiasts,REIhaslongbeenthecompanytoturntoforgreatgear.EmployeesofREI,acooperativewhereprofitsbenefititsmember-owners,alsoagreethatthisisaplacewheregreatnesshappens,evenbeyondthebelovedcampingandoutdoorproducts.REI’smissioisntoequipbothcustomersandemployeesfortheoutdoors,notjusttohavefunbutalsoinpromotingstewardshipoftheenvironment.loyeesgivelifetotheirpurposefirmalyttributingcompanysuccesstoworkers.TheCEOofREIhasacknowledgedthatemployeescangetbenefitsanywhere,butallowingoutdoors-orientedemployeestoimmersethemselvesinREIcultureiswhatmakesitunique.Employeescanwinequipmentthrough“challengegrants”wheretheysubmitaproposalforanoutdooradventurethatwouldbechallenging.Regulartownhall-stylemeetingsareheldwhereemployeescansubmitquestionsanonymouslytohelpmanagementunderstandwhat’shappeninginthecompany.Takeaway:Whenyouremployeesarecompletelyimmersedinthesameinterestsasyourcompany,theculturepropelsitselfforwardalmostonitsown.Culturethatisownedandpropelledbythesamepeopleputsvalueintheirvoices.okJustlikeGoogleFacebookisacompanythathasexplodedingrowthaswellasbeingsynonymouswithuniquecompanyculture.Facebookoffers,asdomanysimilarcompanies,lotsoffood,stockoptions,openofficespace,on-sitelaundry,afocusonteamworkandopencommunication,acompetitiveatmospherethatfosterspersonalgrowthandlearningandgreatbenefits.Yet,Facebookhasthesamestrugglesassimilarcompanies:ahighlycompetitiveindustryleadstoasometimesstressfulandcompetitiveworkplace.Additionally,afreeandorganicorganizationalstructurethatworkedforthesmallerorganizationislesssuccessfulforthelargerone.Tomeetthesechallenges,Facebookhascreatedconferencerooms,hasseparatetsofoutdoorroamingspaceforbreaksandhasmanagementevenCEOUnit6ITCorporateCultureIT職場英語教師用書MarkZuckerberg)workingintheopenofficespacealongsideotheremployees.It’anattemptataflatorganizationalcultureusingthebuildingsandspaceitselftopromoteasenseofequalityamongthecompetition.Takeaway:Whenyourcompanydependsonnewhireswhoexcelinacompetitivefieldyourcompanycultureandanyassociatedperkswilllikelybethetippingpointforapplicants.Youmuststandoutfromothercompaniesvyingforattention.Adobeisacompanythatgoesoutofitswaytogiveemployeeschallengingprojectsandthenprovidethetrustandsupporttohelpthemmeetthosechallengessuccessfully.Whileitoffersbenefitsandperkslikeanymoderncreativecompany,Adobesisaculturethatavoidsmicromanaginginfavoroftrustingemployeestodotheirbest.Adobeproductsaresynonymouswithcreativity,andonlythroughtheavoidanceofmicromanagingarethepeoplewhocreatethoseproductstrulyfreetocreate.Forexample,Adobedoesn’tuseratingstoestablishemployeecapabilities,feelingthatthatinhibitscreativityandharmshowteamsworkManagerstakeontheroleofacoach,morethananything,lettingemployeessetgoalsanddeterminehowtheyshouldbeassessed.ogivenstockoptionssothattheyknowtheyhavebothastakeandtakingwithoutfearofpenaltyarepartofAdobe’sopencompanyculture.Takeaway:Puttingtrustinyouremployeesgoesalongwaytowardspositivecompanyculture,becausetrustleadstoindependentemployeeswhohelpyourcompanygrow.Manyofthesecompaniesoffersimilarperksandbenefits,butthosedonotdeterminetheculturecompletely.Theapproachtakenwithhowemployeesaretreatedandwhatlevelofownershipandtrusttheyaregivenisalsoakeypartofcompanyculture.Onewordofcaution:focusingoncompanyculturetotheexclusionofotherworkforceconsiderations(safety,laws,regulations)canleadtoabusesorcreatesituationswhereemployeesaren’ctomfortable.Eventhebestexamplesofcultureonthislisthavedetractors.atthebestculturemakesallemployeesfeelsafeandwelcomeneverandwelcomeemployeeswhoaredifferentthantheprevailingculture,evenifthey’dgreatcounterbalanceatyourcompanyYourcompanycultureneedsadjustmentifitcausesyoutoendupwithahomogenizedteamwhothinkandactthesame.2.1FindouttheChineseequivalenttoeachofthefollowingtechnicalterms.Unit6ITCorporateCultureIT職場英語教師用書mployeeconducthighproductivitytityuableassetllingpointnts2.2Answerthefollowingquestionsaccordingtothepassage.initionofcorporatecultureCorporatecultureisasetofcharacteristicsthatdefineabusiness.Itinvolvesemployeeattitudes,standards(policiesandprocedures),andritesandrituals.Howmanyelementsdoesacorporatecultureinvolve?Theattitudeofthosewithinacompanyisperhapsthemostfundamentalelementofcorporateculture.Companiestypicallyexpressthesestandardsintermsofthepoliciesandprocedures.Corporatecultureusuallyincludessomeritesorrituals.Whatisthemostfundamentalelementofcorporateculture?Theattitudeofthosewithinacompany.rateculturewhatarerolesofpoliciesandproceduresPoliciesandproceduresdefinehowthebusinesswilloperate.5.Whyarecorporateandoutsidegeneralculturesalwaysconnected?Thesocietyinwhichthebusinessislocatedshapestheindividualattitudesanditisthoseattitudesthatarethefoundationforthecorporateenvironment.Thisisonereasonwhycorporatecharacteristicsvarysodrasticallyfromoneregiontoanother;thebusinessissocializedandstructuredbasedonwhatpeoplethinkanddooutsideofwork,whichvariesbygeographicalregion.oyeeswhoUnit6ITCorporateCultureIT職場英語教師用書willbeagoodfitforcorporateculture”?Thegoalistofindemployeeswhowillbeagoodfit—thatis,whosebeliefsandbehaviorscoincidewiththosealreadypresentinthecompany.Membersofmanagementtendtobelievethatdoingthisreducesthechancesofconflictsandmakesitmorelikelythatthenewemployeewillassimilateandcontributeefficiently.Thisisoftenwhatsetstwoverysimilarcandidatesapart.7.Canyoudescribenegative,neutralandpositivecorporateculture?Alabelofnegativeusuallymeansthatworkersdonotfeelcomfortable,acknowledged,orsupported.ebusinessneithersupportsnorhindersitsemployeespanieswithapositivecorporateculturesettendtoseeemployeesastheirmostvaluableasset.Theyevolveovertimeastheattitudesofemployeesandthecircumstancessurroundingthecompanychange.box.2executiveStandardony1.Whatistherelationshipofcorporativeculturewithgeneralculture?Pleaseuseoneexampletoillustrateit.Alwaysconnected.Applecompany.Howtoreduceeffectofnegativecorporativeculture?ryEstablishanEgo-FreeWorkplace.OrchestrateCollaboration.SeektheDiscomfortZone.Unit6ITCorporateCultureIT職場英語教師用書Celebrate+RewardDisruptors.3.2TranslatethefollowingsentencesintoChinese.的---他們隨著時間的推移，隨著員工的態(tài)度和公司的環(huán)是有意為之。而在另一些情況下，公司領(lǐng)導(dǎo)聘者的技能和經(jīng)3.有些員工會對發(fā)生的比較突然的文化轉(zhuǎn)向不適應(yīng)，因此多數(shù)公司會認(rèn)真的提4.盡管幾乎所有的公司經(jīng)過一段時間后都會做出調(diào)整，有些保持不變，或者設(shè)定一個賣點。比如，一個銷售家庭自制果醬的公司就宣傳他們?nèi)栽谑褂?5年前環(huán)skcaseanalysis2.1BrieflysummarizeApple’svalues.AppleValuesarethequalities,customs,standards,andprinciplesthatthecompanybelieveswillhelpitanditsemployeessucceed.Thesearethevaluesthatgovernourbusinessconduct:EmpathyforCustomers/Users,Aggressiveness/Achievement,PositiveSocialContribution,Innovation/Vision,IndividualPerformanceTeamSpirit,Quality/Excellence,IndividualRewardandGoodManagement.Brieflysummarizemissionstatement.Webelievethatwe’reonthefaceoftheEarthtomakegreatproducts,andeinthesimple.Webelieveinsayingnotothousandsofprojectssothatwecanreallyfocusonthefewthataretrulyimportantandmeaningfultous.Webelieveindeepcollaborationandcross-pollinationofourgroups.entsarethereindevelopingcorporateculture#1–ConveyyourvisionofawinningcultureIfyouwanttobemorethanjustthecaretakerofanexistingculture,thenyouneedtodefineyouraspirations:Whatwillbedifferent,andhowwillitmakeadifferenceforthesuccessofyournywhatarethemostcriticalbehaviorsthatwillcharacterizetheUnit6ITCorporateCultureIT職場英語教師用書cultureyouwanttocreate?Forexample,JackWelchusedthemantraof“speed,simplicity,andself-confidence”asthebeaconforhistransformationofGE’scultureinthe1990instarkcontrasttothecompany’sanalytical,bureaucratic,andhierarchicalcultureatthetime.ThisaspirationalvisionsparkeddialogueateverylevelofthecompanyaboutwhatpeopleneededtodotomakeGEsuccessful–andtobepersonallysuccessfulatGE.#2–Changingemployeesoldhabits,speakitoutemployeesarejustoneofthem.Inatalktoemployees,heaskedaquestionthatmanywereprobablyafraidtoanswertruthfully,givenhowNokiaisstrugglingtocombattheiPhone.WhenheaskshowmanypeopleinthecrowduseaniPhoneorAndroiddevice,fewhandsgoup:ThatupsetsmenotbecausesomeofyouareusingiPhones,butbecauseonlyasmallnumberofpeopleareusingiPhones.I’dratherpeoplehavetheintellectualcuriositytounderstandwhatwe’reupagainst.#3–DemonstratehownewculturalbehaviorscanadvancethebusinessNothingreinforcesnewbehaviorsmorethansuccess.SoonceyoudefinethesebehaviorsworkwithyourteamtoapplythemtoaspecificprojectthatmightneedtobeacceleratedorimprovedTodothis,challengeyourteamtoachieveaspecificstretchgoalinashortperiodoftimewhileexplicitlytryingtobringthenewculturetolife.#4–StoriestoriestypicallyexemplifycompanyvaluesandcapturedramaticallytheexploitsofemployeeswhopersonifythesevaluesinactionStoriesallowemployeestolearnaboutwhatisexpectedofthemandbetterunderstandwhatthebusinessstandsfor.#5–PutteethintothenewculturebyintegratingitintoHRprocessesPeopletendtodowhat’smeasuredandrewarded.Soathirdstepforbuildinganewcultureistousethedesiredbehaviorsascriteriaforhiring,promoting,rewarding,anddevelopingpeople.TherealturningpointforGE’ransformationcamewhenJackWelchpubliclyannouncedtohisseniormanagersthathehadfiredtwobusinessleadersfornotdemonstratingthenewbehaviorsofthecompany–despitehavingachievedexceptionalfinancialresults.Thismadeitveryclearthattheculturewasnotjustasoftconcept–instead,ithadtangibleoutcomesandconsequences.Shapingacorporatecultureisoneofthemostdifficultchallengesforaleader.DorememberthefamouswordsofPeterDrucker:Cultureeatsstrategyforbreakfast.2.4WritearecommendationlettertoAppleCEOontheissueofcorporateculture.homItMayConcernandenthusiasmthatIamwritingtogivesomesuggestionsonhealthofcultureinourcompany.Avibrantcultureprovidesacooperativeandcollaborativeenvironmentforabrandtothrivein.OurbrandisthesinglemostimportantassettodifferentiateusUnit6ITCorporateCultureIT職場英語教師用書consistentlyovertimeanditneedstobenurturedevolvedandinvigoratedbythepeopleentrustedtokeepittrueandaliveWithoutafunctionalandrelevantculture,themoneyinvestedinresearchanddevelopmentproductdifferentiation,marketing,andhumanresourcesisnevermaximizedandoftenwastedbecauseit'snotfueledbyasustainingandfunctionalculture.LookatZappos,oneofthefastestcompaniestoreach$1billioninrecentyears,fueledbyanelectricandeclecticculture,onethat'sinclusionary,encouraging,andempowering.It'swell-documented,celebrated,andsharedwillinglywithanyonewhowantstolearnfromit.ComparethattoAmericanApparel,thecontroversialandprolificfashionretailerwithawell-documentedandhighlydysfunctionalculture.Zapposisthrivingandonitswayto$2billion,whileAmericanApparelismirediningouttheirmissionsoneistocreatehappiness,andtheotherisbasedonself-centeredperversity.Authenticityandvaluesalwayswin.It'seasytolookatcompanieslikeStonyfieldFarms,Zappos,Google,Virgin,WholeFoods,orSouthwestAirlinesandadmirethemfortheirpassionate,engaged,andactiveculturesthatareondisplayfortheworldtoseeBuildingastrongculturetakeshardworkandtruecommitmentandherearesomeverybasicbuildingblockstoAvibrantcultureisorganicandevolving.Itisfueledandinspiredbyleadershipthatisactivelyinvolvedandinformedabouttherealitiesofthebusiness.TheygenuinelycareaboutthecompanysroleintheworldandarepassionatelyengagedTheyaregreatcommunicatorsandmotivatorswhosetoutaclearlycommunicatedvision,mission,values,andgoalsandcreateanenvironmentforthemtocomealive.It'sonethingtohavebeliefsandvaluesspelledoutinaframeintheconferenceroomIt'sanotherthingtohavegenuineandmemorablebeliefsthataredirectional,aliveandmodeledthroughouttheorganizationdaily.It'simportantthatdepartmentsandindividualsaremotivatedandmeasuredagainstthewaytheymodelthevalues.Andifwewantavalues-drivenculture,hirepeopleusingthevaluesasafilter.Ifwewantyourcompanytoembodytheculture,empowerpeopleandensureeverydepartmentunderstandswhat'sexpected.Don'tjustlistyourcompany’aluesinPowerPoints;bringthemtolifeinpeople,products,spaces,atevents,andincommunication.ityngculturesempowertheirpeopletheyrecognizetheirtalentsandgivethemaveryclearrolewithresponsibilitiesthey'reaccountablefor.It'samazinghowbasicthisis,buthowabsenttheprincipleisinmanybusinesses.4.CelebratesuccessandfailureatrunatspeedoftenforgettocelebratetheirvictoriesbothbigandsmallandtheyrarelyhavetimeorthehumilitytoacknowledgeandlearnfromtheirfailuresCelebratebothourvictoriesandfailuresinourownuniqueway,butsharethemandsharethemoften.Unit6ITCorporateCultureIT職場英語教師用書stionswouldbecarefullyconsideredandwouldbeusefulforourcompany.homItMayConcernItiswithgreatpleasureandenthusiasmthatIamwritingtogivesomesuggestionsonhealthofcultureinourcompany.Avibrantcultureprovidesacooperativeandcollaborativeenvironmentforabrandtothrivein.Ourbrandisthesinglemostimportantassettodifferentiateusconsistentlyovertime,anditneedstobenurtured,evolved,andinvigoratedbythepeopleentrustedtokeepittrueandalive.Withoutafunctionalandrelevantculture,themoneyinvestedinresearchanddevelopment,productdifferentiation,marketing,andhumanresourcesisnevermaximizedandoftenwastedbecauseit'snotfueledbyasustainingandfunctionalculture.osoneofthefastestcompaniestoreachbillioninrecentyearsfueledbyanelectricandeclecticculture,onethat'sinclusionary,encouraging,andempoweringItswell-documented,celebrated,andsharedwillinglywithanyonewhowantstolearnfromit.ComparethattoAmericanApparel,thecontroversialandprolificfashionretailerwithawell-documentedandhighlydysfunctionalculture.Zapposisthrivingandonitswayto$2billion,whileAmericanApparelismiredinistocreatehappinessandtheotherisbasedonself-centeredperversity.Authenticityandvaluesalwayswin.panieslikeStonyfieldFarmsZapposGoogleVirginWholeFoodsorSouthwestAirlinesandadmirethemfortheirpassionate,engaged,andactiveculturesthatareondisplayfortheworldtosee.BuildingastrongculturetakeshardworkandtruecommitmentandherearesomeverybasicbuildingblocksnsidereadynamicandengagedleadershipAvibrantcultureisorganicandevolvingItisfueledandinspiredbyleadershipthatisactivelyinvolvedandinformedabouttherealitiesofthebusiness.Theygenuinelycareaboutthecompanysroleintheworldandarepassionatelyengaged.Theyaregreatcommunicatorsandmotivatorswhosetoutaclearlycommunicatedvision,mission,values,andgoalsandcreateanenvironmentforthemtocomealive.condlylivingvaluesareimportantItsonethingtohavebeliefsandvaluesspelledoutinaframeintheconferenceroomItsanotherthingtohavegenuineandemorablebeliefsthataredirectionalaliveandmodeledthroughouttheUnit6ITCorporateCultureIT職場英語教師用書organizationdaily.It'simportantthatdepartmentsandindividualsaremotivatedandmeasuredagainstthewaytheymodelthevalues.And,ifwewantavalues-drivenculture,hirepeopleusingthevaluesasafilter.Ifwewantyourcompanytoembodytheculture,empowerpeopleandensureeverydepartmentunderstandswhat'sexpected.Don'tjustlistyourcompany’svaluesinPowerPoints;bringthemtolifeinpeople,products,spaces,atevents,andincommunication.Thirdlyresponsibilityandaccountabilityarekeyelements.StrongculturesempowertheirpeopletheyrecognizetheirtalentsandgivethemaveryclearrolewithresponsibilitiestheyreaccountableforItsamazinghowbasicthisis,buthowabsenttheprincipleisinmanybusinesses.leasttocelebratesuccessandfailurealsoworksMostcompaniesthatrunatspeedoftenforgettocelebratetheirvictoriesbothbigandsmall,andtheyrarelyhavetimeorthehumilitytoacknowledgeandlearnfromtheirfailures.Celebratebothourvictoriesandfailuresinourownuniqueway,butsharethemandsharethemoften.stionswouldbecarefullyconsideredandwouldbeusefulforourcompany.rrulldogDrummondhomItMayConcernThebusinessworldseemstospinonanaxisofmeetings,therefore,itiscriticaltoinvesttimeinplanningaproductivesessiontomakesureyourmeetingsgetthejobdoneGivecarefulthoughttowhatyouneedtoachieveandwhoshouldparticipate.I’dliketoprovidethefollowingsuggestionswhichcouldleadtoproductivemeetings.Firststepistodetermineobjectiveandaudience.Setagoalforthemeeting,andmakeitbriefandclearlystated.Forexample,createashortlistofbulletpointsdescribingspecificgoals.ThegoalofyourmeetingmightbetocommunicatessentialinformationmakedecisionsresolveproblemsorassignactionsAconcisea