企業(yè)文化建設英文

企業(yè)文化建設（英文）

Introduction

Inanycompanieshasitsownculture.Somecultureisstrong,otherscultureisweak.Nomatterthecultureisstrongorweakthatwillimpactonthedevelopmentofenterprises.Therefore,enterprisesshouldalsotakeeffectivemeasurestomaintainthecorporateculture.Wegmanisagrocerystore.Hehasastrongcorporateculture,butalsoaffecttheiremployeesfollowtheWegman'sculture.

StrongandWeakCulture

DefinitionofStrongandWeakculture

Anorganizationmustbecomposedofbothavarietyofcultural.Sowecandividetheseintostrongandweakculture,accordingtodifferentattributesofcultures.StrongCultureisthekeyvaluesarestronglyheldandwidelyrecognizedculturalorganizationsbythepublic.StrongCulturewillrestrictamanager'sdecision-makingrelatedtochoiceofallmanagementfunctions.Itdetermineswhatpeopleshoulddoornotdoanything.Organizationshavestrongcultureshaveaveryclearrecognitionofthevalue.Strongculturalimpactfortheemployee'sbehavior,andreducestaffturnoverhavemoredirectcontact.Onthecontrary,(PhilipKotler&GaryArmstrong,[M]2010)WeakCultureisthekeyvaluesthatcannotbewidelyacceptedandstronglyinsistculturalorganizations.

Inastrongculture,theorganization'scorevaluesarebothstronglyheldandwidelyshared.Themorememberswhoacceptthecorevalueandthegreatertheircommitmenttothosevalueis,thestrongercultureis.Consistentwiththisdefinition,astrongculturewillhaveagreatinfluenceonthebehaviorofitsemployeesbecausethehighdegreeofsharingandintensitycreatesatmosphereofhighbehaviorcontrol.

ThecultureofWegman

CharacterizeWegman'scultureisaStrongCulture.Strongcultureforthegreaterimpactofemployeebehavior,andreducestaffturnoverhaveamoredirectrelationship.Aspecialresultofastrongcultureshouldbeloweremployeeturnover.(Robbins,S.P.andCoulter,[M],2007)Astrongculturedemonstrateshighagreementamongmembersaboutwhattheorganizationstandersfor.Suchunanimityofpurposebuildscohesiveness,loyaltyandorganizationcommitment.Thesequalities,inturn,lessenemployees’propensitytoleavetheorganization.

Ingeneral,grocerystoresarenotconsideredasagoodplacetowork.Comparedwithotherprofessions,Lowincomeisinthisprofession.Theresultisanindustrythatseeshighannualturnoverrate.EmployeesatWegman,however,viewworkingforagrocerabitdifferently.Insteadofviewingtheirjobasatemporarysetbackonthewaytoamoreillustriouscareer,manyemployeesatWegmanviewworkingforthecompanyastheircareer.ThisisbecausethereisastrongcultureofWegman;itcancultivateworkinginterestofemployeessothatemployeestakeprideatwork.Employeesandthecompanyformedaconsistentidentity.

HowWegman'sculturaltoinfluencestaff

Wegmanwanttolettheculturewhichisdynamic,happy,mutualaid,loyaltycanaffecteveryemployee,andwillsustainthisculture.Therefore,theWegmanhasdonealot

Ingrainedmanagers

Wegman'scultureisingrainedintheseniormanagers.Morethanhalfofthesemanagersstartworkingheresinceateenager.Wegman'sculturalimpactonthemisprofound.TheyhavebeenworkingatWegmanatleasttwodecades;theirfeelingsofWegmanaredeep.Theirunderstandingofthecompany'scultureisalsoverythorough.Thus,thesemanagersleadershipemployees,theywillfollowtheWegman'sculture,whichcancultivatealoyalWegman'semployees.Thisenablestheformationofculturalheritage

Carefulselectionemployees

Wegman'sisverycarefullyinselectingemployees.EmployeesatWegmanarenotselectedbasedonthementalabilityorexperience,butintheinterestofthecandidatesasajudgmentstandard.Wegmanwishtohireemployeesarealinterestinfood,theycanhelpthecompanymaintainconcernedonthedeliciousfood.SuchemployeesareinlinewithWegman'sownculture,theyarealsomorelikelytoacceptthecompany'sothercultures.

Cautiousexpansion

BecauseWegman'scarefullyselectsemployees.Sothegrowthisoftenslowandmeticulous,withonlytwonewstoresopenedeachyear.WhilethisrateofexpansionisslowbutitcanensurethateachstorecontainsastrongcultureofWegmanWhenanewstoreisopened,employeesfromexistingstoresarebroughtintothenewstoretomaintaintheculture.Theexitingemployeesarethenabletotransmittheirknowledgeandthestore'svaluestothenewemployees.

Wegman'sCulture

TheprimarysourceofWegman'sculture

Theorganization'scurrentcustoms,tradition,andthegeneralwayofdoingthingsarelargelyduetowhatitinhasdonebeforeanddegreeofsuccessithashadwiththoseendeavors.Thisleadsustotheultimatesourceofanorganization'sculture:itsfounder.

Foundersoftheorganizationtraditionallyhaveamajorimpactontheearlyculture.Theyhaveavisionofwhattheorganizationshouldbedoingsomethingforfuture.Theydonotacceptthepreviouspracticeortheshacklesofideology.(LiSufang[J]2009)Atypicalfeatureoftheneworganizationissmallsize.Thisisfurtherbeneficialthatthefounderimpositionsoftheirownvisiononallmembers.Therearethreewaystocreateacultural.

First:foundershireandkeeponlyemployeewhothinkandfeelthesamewaytheydo.

Secondindoctrinationandsocializeemployeestotheirwayofthinkingandfeeling.

Finallyfounders'ownbehavioractsasarolemodelthatencourageemployeestoidentifywiththemandtherebyinternalizetheirbeliefs,values,andassumption.

Wegman'sflagshipstorelocatedinNewYork,whichisthebrothersofJohnandWalterWegmanfoundedin1930.Itsspecialfeatureisacoffeeshopthatseatedinthestorecanaccommodate300people.Obviously,founderspayattentiontothedeliciousfoodshighly.Therefore,theyhirepeoplewhoarereallyinterestedinfood.Thishelpstomaintainthefounders'ideasfocusingonthefood,creatingtheoriginalWegman'sculture.Wegman'sdevelopmentitseemstobesuccessfultoday.Thus,thefounders’attentiontothedeliciousfoodbecomesseenasaprimarydeterminantofthatsuccess.Hissuccessorisconstantlystrengthenedanddevelopednewcultures,suchasincreasedemployeebenefits.Atthispoint,thefounders'entirepersonalitybecomesembeddedinthecultureoftheWegman.

Sustainownculture

Onceacultureisinplace,therearepracticeswithintheorganizationthatacttomaintainitbygivingemployeesasetofsimilarexperiences.Theselectionprocess,performanceevaluationcritical,traininganddevelopmentactivities,andpromotionensurethatthosehiredfitinwiththeculture,rewardthosewhosupportit.(StephenP.Robbins&TimothyA.Judge[M]2008)InsustainWegman'sculturalprocess,mainlyusedtwomethods:Selectionpractices,theactionsoftopmanagement.

Selectionpractices

Theexplicitgoaloftheselectionprocessisidentifyandhireindividualswhohavetheknowledge,skills,andabilitiestoperformthejobwithinthejobwithintheorganizationsuccessfully.Wegmanisafoodstore,hehiredstaff,ofcourse,isinterestedinfoodasaconditionofselection.ThisselectioncriteriaandWegman'sculturetomaintainhaveasignificantrelationship.Inthisway,thecompanyintheselectionstaffprocessinsistedtheWegmanculture,screeningoutthosewhoarenotinterestedinfood,orthreatenWegman'sculture.

Theactionsoftopmanagement

Anotherwaystomaintaincompany'sculture Socialization

Inadditiontoselectionpracticesandactingoftopmanagement,maintainedorganizationcultureapproachtherearemanytypes.Socializationisaneffectivemethod.Nomatterhowgoodorganizationdoesinstaffselectionandrecruitment,newemployeescannotfullyadapttotheorganizationalculture.Becausetheyarenotfamiliarwiththeorganization'sculture.(StephenP.Robbins&TimothyJudge[M]2008)Newemployeesarelikelytodisturbtheconceptsandhabitsthatareinplacedinorganization.

Organizationswill,therefore,needtohelpnewemployeesadapttotheorganization'sculture.Theadaptationprocessiscalledsocialization

Socializationcanbedividedintothreestages.PrearrivalStage:IncludingalllearningactivitiesoccurredbeforethenewmemberstoparticipateinOrganization.Duringthisphase,wecanclearlyseeeachindividual'sdifferentvaluesandexpectationsofthecompany.EncounterStage:Atthisstage,newmemberscanseethetruecharacteroftheorganization.Newemployeesmayfacetodisconnectedproblembetweenpersonalexpectationsandreality.Theperiodisacrucialstageoftheprocesssocialization.Itiswhentheorganizationseekstomoldtheoutsidersintoanemployee"ingoodstanding”MetamorphosisStage:Tosolvetheproblemduringthecollisionmaylastarelativelylongperiodoftime.Thenewemployeemasterstheskillsrequiredforthejobthatsuccessfullyperformsthenewroles,andmakestheadjustmentstotheworkgroup'svaluesandnorms.

Forexample,atLimitedBrands,NewlyappointedvicepresidentandregionaldirectorthroughOnemonthtrainingprogram,itcalled“onboarding”.Purposeistoallowtheseseniorexecutivesintegrateintothecompany'sculture.Duringthemonththeyhavetonodirectresponsibilitiesfortasksassociatedwiththeirnewpositions.Instead,theyspendalltheirworktimemeetingwithotherseniorleaderandmentorsworkingthefloorsofretailstores,evaluatingemployeeandcustomerhabits,investigatingthecompetition,andstudyingLimitedBrands'pastandcurrentoperations.

LearnCultureinWegman

HowtolearnWegman'scultures Stories

Wegmanuseapart-timeinthecompany's19-year-oldcollegestudentsSaraasanexample.HealwaysremembersJohnWegmanforherhelptodisplayshopfullofpraise.“Ilovethisplace”shesays.“Ifteachingdoesnotwork,Iwoulddoafull-timeatWegman”Wegman'swithspecificstoryshowsthatworkingintheWegmanisamatterofpridefortheemployees.ThismethodisanimportantreasonforthesuccessofWegman'sculture.Reflects,amongemployeesandWegman,haveastrongcohesion.Frequentlydescribedsuchstories,itprovideagoodexplanationandchanneltounderstandtheWegman'scultureforWegman'semployees,especiallynewemployees.

Anotherwaysttolearncompany'sculture

Establishmentofafixedritual

Ritualsarerepetitivesequencesofactivitiesthatexpressandreinforcethekeyvaluesoftheorganization—whatgoalsaremostimportant,whichpeopleareimportant,andwhichpeopleareexpendable.Wegmancancreatetheirservicestandardsintotheslogan,requiringemployeestoreadoutloudeverymorning,asanincentivewaytotheemployeestofollowcorporateculture.Morning,webegantowork,readingtheslogancanincreaseemployees'motivation.forwork,canalsoremindstafftoallowemployeesmorememorizingWegman'scultureThroughthisceremony,membersoftheWegman'scloselylinked,andtostrengthentheWegman'sculture,amongthestaff.

Creationofmaterialsymbol

Thelayoutofcorporateheadquarters,thetypeofautomobilestopexecutivesaregiven,andthepresenceorabsencesofcorporateaircraftareafewexemplasofmaterialsymbol.Wegmancansettheirownmaterialsymbol,suchasthesizeoftheofficeatdifferentlevels,variouspositionsofofficefurnituregrade,theadditionalallowancesandclothingtoseniormanager.Thesematerialsconveytostaffsuchasymbolofinformationthatwhoisimportant,thedegreeofwhatequalitybyexecutivesexpects,andwhatbehaviorisappropriate.AsWegman'sculturebelievesthatmanagersandordinaryemployeesisnotmuchdifference,theyareveryconcernedabouttheemployeesandmanygenerousbenefitstoemployees.SothematerialsymbolmaynotbeobviousinWegman.

Usingtheinternallanguage

Organizations,overtime,tendtodevelopsomespecificterms,theinternallanguage,todescribewithequipment,office,keypersonnel,suppliers,customers,whichrelatedtotheirbusiness.WegmananddepartmentswithintheWegmanshouldcreatesomeinternallanguage,andusetheselanguagesasawaytoidentifymembersofWegmancultureorsubculture.Ingeneral,Wegman'semployeesjustenteredwouldbeconfusedbythesephrasesandjargon,butaboutsixmonthslater,theseelementswillbeturnedintopartoftheirlanguage.Onceemployeeswhomasteredthisintern

allanguage,itformedemployeesofthecommonfeatureswithWegmansculture.ThisalsoconducivetotheprotectionWegman'sculture

Themosteffectivewaytolearn

Ithinkthemosteffectivemethodistostructuresandprovidealearningplatformforemployees.Learningplatformreferstothateveryoneparticipatedequal,interactivecommunication,andexchangeandsharingoflearningspaces,learningopportunitiesandlearningtools.

Themainformsare:networklearning,booksdatabases,training,conferences,andstudyroom.Thecompanyhasabrightandspaciouslibrarystaffcansupportallkindsoflearningmaterialsandagoodlearningplace;maturingoftheinternalandexternaltrainingwouldprovideemployeeswiththeopportunitytoupdateprofessionalknowledge;modernnetworkedofficeconditionscanofferemployeeswithmorelearningopportunities.Thisabletocreatealearningenvironmentthatcanadvocatetheideaofatworktolearn,thelearningtowork,tocreateagoodlearningenvironmentandopportunitiesforthestaff.Sothatlearningwillbecomeaculture.

TheImportanceofCulture

Inordertodevelop,enterprisesmustseekmorescientific,moresystematicandcompletemanagementsystem.Cultureprovidesthenecessaryorganizationalstructureandmanagementmechanisms.Contemporarycompaniestomaintainsteadyandcontinuousdevelopmentmustbedevelopitsownuniquecorporateculture.Buildingofenterpriseculturehasanimportantroleforenterprisedevelopmentstrategies,improveenterprisemanagement.

Promotetoimprovethecorecompetitiveness

Corporateculturespromotetoimprovethecorecompetitivenessofenterprises.Inthewidelysharedvaluesundertheguidanceofbusinesspractices,employeeswillhaveasenseofbelonging,mission,andidentifywithcorporateimage.(GuoSongyang[J]2006)Corporatecultureistheinternaldynamicsofenterprisedevelopment.Thisismainlyembodiedinthethreefunctions

Cohesionfunction.Itcanputpeopletogethertightly;maketheirpurposeclearandcoherent.Aslongasthefundamentalgoalchoosingtherightcompany,wecanmakethecorporateprofitsofmostoftheworkersunifyandformastrongcohesiveness.

Orientedfunctions.Corporatevaluesandentrepreneurialspiritcanputforwardlong-termsignificanceforthecompanydevelopmentstrategy.Corporatecultureisthefundamentalbasisforthedevelopmentofcompetitivestrategiesandpoliciesinthemarketcompetition.

Motivatefunction.Motivationisakindofspiritualpowerandstatus,whichmobilizeandstimulateenthusiasm,initiativeandcreativityofworkers.Itallowsemployeestofindthegoal,andtheopportunitytoplaytalent.

TotheBesunyoung'scultureasanexample

Besunyounginthecorporateculture,"integrity,pragmatic,innovative"businessphilosophyishighlyrespected.Basedonthis,Besunyoungcreateagoodteam,bothinmarketresearchandplanningorproductpromotion.Besunyounghavebeeninthisbusinessphilosophy,asthecornerstoneofdevelopment.Andcreatedalotof"Besunyoung"miracleinthedomesticfieldofhealthtea.(ZhouYunhe&LuoWen[J]2010)Besunyoungraisedtherequirementsofasenseofownership.Itisthattoeachindividualregardcompanyastheirownhome,topromotetheworkactively.Thisconcept,notonlyserveasacohesiveness,touniteitsmembers,butalsoplayaroleinadaptation,fortheemployeestocreateagoodenvironmentandatmosphere.AttentiontopersonneltrainingcanbesaidthatisthemostcriticalaspectofBesunyoungculture.Besunyoungstructuresanopen

platformfortheiremployeesgrowth,buildingauniquecultureofBesunyoung.Practiceshowsthat