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, enterprises should also take effective measures to maintain the corporate culture.Wegman is a

2、 grocery store.He has a strong corporate culture, but also affect their employees follow 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, ac

3、cording to different attributes of cultures.Strong Culture is the keyvalues are strongly held and widely recognized cultural organizations by the public. Strong Culture will restrict a manager's decision-making related to choice of all management functions.It determines what people shoulddo or n

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

5、 cannot be widely accepted andstrongly insist cultural organizations.In a strong culture, the organization's core values are both strongly held and widely shared.The more members who accept the core value and the greater their commitment to those valueis, the stronger culture is. Consistent with

6、 this definition, a strong culture will have a great influence on the behavior of its employees because the high degree of sharing and intensity creates atmosphere of high behavior control.1.2 The culture of WegmanCharacterize Wegman's culture is a Strong Culture. Strong culture for the greater

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

8、nanimity 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.

9、The 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 because there is a strong culture of Wegman; it can cultivate working interest of employees so that employees take pride at work. Employees and the company formed a consistent identity.1.3 How Wegma'n s cultural to influence staffWegman want to let the culture which is dynamic, happy,

11、mutual aid, loyalty can affect everyemployee, and will sustain this culture. Therefore, the Wegman has done a lotIngrained managersWegman's culture is ingrained in the senior managers. More than half of these managers start working here since a teenager. Wegman's cultural impact on them is p

12、rofound. They have been working at Wegman at least two decades; their feelings of Wegman 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 Wegman's em

13、ployees. This enables the formation of cultural heritageCareful selection employeesWegma'n s is very carefully in selecting employees. Employees at Wegman are not selected based on the mental ability or experience, but in the interest of the candidates as a judgment standard. Wegman wish to hire

14、 employees a real interest in food, they can help the company maintain concerned on the delicious food.Such employees are in linewith Wegman's own culture, they are also more likely to accept the company's other cultures.Cautious expansionBecause Wegma'n s carefully selects employees. So

15、 the growth is often slow and meticulous, with only two new stores opened each year. While this rate of expansion is slow but it can ensure that each store contains a strong culture of WegmanWhen a new store is opened, employees from existing stores are brought into the new store to maintain the cul

16、ture. The exiting employees are then able to transmit their knowledge and the store 's values to the new employees.2. Wegman's Culture2.1 The primary source of Wegman's cultureThe organization's current customs, tradition, and the general way of doing things are largely due to what i

17、t in has done before and degree of success it has had with those endeavors. This leads us to the ultimate source of an organ ization s'culture: its founder.Founders of the organization traditionally have a major impact on the early culture. They have a vision of what the organization should be d

18、oing something for future. They do not accept the previous practice or the shackles of ideology. (Li Sufang J 2009) A typical feature of the new organization is small size.This is further beneficial that the founder impositions oftheir own vision on all members. There are three ways to create a cult

19、ural.First : founders hire and keep only employee who think and feel the same way they do.Second indoctrination and socialize employees to their way of thinking and feeling.Finally founders 'own behavior acts as a role model that encourage employees toidentifywith them and thereby internalize th

20、eir beliefs, values, and assumption.Wegman's flagship store located in New York, whichis the brothers of John and WalterWegman founded in 1930. Its special feature is a coffee shop that seated in the store can accommodate 300 people. Obviously, founders pay attention to the delicious foods highl

21、y. Therefore, they hire people who are really interested in food. This helps to maintain the founders 'ideas focusing on the food, creating the original Wegman's culture. Wegman's development it seems to be successful today. Thus, the founders'attention to the delicious foodbecomes s

22、een as a primary determinant of that success. His successor is constantly strengthened and developed new cultures, such as increased employee benefits. At this point, the founders 'entire personality becomes embedded in the culture of the Wegman.2.2 Sustain own cultureOnce a culture is in place,

23、 there are practices within the organization that act to maintain it by giving employees a set of similar experiences. The selection process, performance evaluation critical, training and development activities, and promotion ensure that those hired fit in with the culture, reward those who support

24、it. (Stephen P. Robbins & Timothy A. Judge M 2008) In s ustain Wegman 's cultural process, mainly used two methods:Selection practices, the actionsof top management.Selection practicesThe explicit goal of the selection process is identify and hire individuals who have the knowledge, skills,

25、and abilities to perform the job within the job within the organization successfully. Wegman is a food store, he hired staff, of course, is interested in food as a condition of selection. This selection criteria and Wegman's culture to maintain have a significant relationship. In this way, the c

26、ompany in the selection staff process insisted the Wegman culture, screening out those who are not interested in food, or threaten Wegman's culture.The actions of top managementThe actions of the top management also have a major impact on the organization's culture.Top management, through wh

27、at they say and behavior to establish the role model, penetrating into the organization used to maintain the organization's culture.Wegman'sfirst generation of managers to focus on employee interest in food, so whether intentional or not employees will pay attention to food 's concerns.

28、Walter's son Robert served as President, he believed himself and the employee has not different, Walter's son as president, he and the staff do not consider themselves different, so he immediately increase the number of employees generous benefits, such as profit sharing and medical coverage

29、 completely paid for by the company. Now the Wegman president is Robert's sonDanny. He continued to carry forward the Wegman's traditional of concerning for its employeesSocializati on2.3 Another ways to maintain company's cultureIn addition to selection practices and acting of top manag

30、ement,maintainedorganizationculture approach there are many types. Socializati on is an effective method. No matter howgood orga ni zati on does in staff selecti on and recruitme nt,new employees cannot fully adapt tothe organizationalculture. Because they are not familiar with the organization'

31、sculture.(Stephen P. Robbins & Timothy Judge M 2008) New employees are likely to disturb the con cepts and habits that are in placed in orga ni zati on. Orga ni zati onswill, therefore, n eed tohelp new employees adapt to the organization's culture. The adaptation process is called socializa

32、ti onSocialization can be divided into three stages. Prearrival Stage : Including all learning activities occurred before the new members to participate in Organization. During this phase, we can clearly see each individual's different values and expectations of the company. En cou nter Stage: A

33、t 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 reality.The period is a crucial stage of the process socializati on.It is when the organization seeks to moldthe outsiders into an employe

34、e in good standing w Metamorphosis Stage : To solve the problem during the collision may last a relatively long period of time. The new employee masters the skills required for the job that successfully performs the new roles, and makes the adjustments to the work group'values andnorms.For examp

35、le, at Limited Brands , Newly appo in ted vice preside ntand regi onal directorthrough One month training program, it called6nboarding ”.Purpose is to allow these seniorexecutives in tegrate into the compa ny's culture. During the mon th they have to no direct resp on sibilities for tasks associ

36、ated with their new positi ons. In stead, they spe nd all their work time meeti ng with other senior leader and men tors work ing the floors of retail stores, evaluat ing employee and customer habits, investigatingthe competition,and studying Limited Brands'past and curre nt operati ons.3. Learn

37、 Culture in Wegman3.1 How to learn Wegman's culturesStoriesEach company will circulated a number of small stories in companies. They are usually the following aspects: founder experience, cutting workers, increase labor welfare. The purpose of promoted the story is to provide explanation and sup

38、port for the organization's policy. In Wegman, managers often tell employees to Wegman's founders set up in the store coffee shop, that unique approach to food concern make Wegman stands out in many grocery stores.Wegman use a part-time in the company's 19-year-old college students Sara

39、as an example. He always remembers John Wegman for her help to display shop full of praise.“ I lovethis place s”he says. “ If teaching does not work, I would do a full-time at Wegman” Wegma'n swith specific story shows that working in the Wegman is a matter of pride for the employees.This method

40、 is an important reason for the success of Wegman's culture. Reflects, among employees and Wegman, have a strong cohesion. Frequently described such stories, it provide a good explanation and channel to understand the Wegman's culture for Wegman's employees, especially new employees.3.2

41、Another ways t to learn company ' s cultureExcept telling stories, Wegman also can transfer their corporate culture to subordinates in many ways. Other effective methodslike establishment of a fixed ritual, Creation of materialsymbol, and using the internal language.Establishment of a fixed ritu

42、alRituals are repetitive sequences of activities that express and reinforce the key values of the organization what goals are most important, which people are important, and which people are expendable. Wegman can create their service standards into the slogan, requiring employees to read out loud e

43、very morning, as an incentive way to the employees to follow corporate culture. Morning, we began to work, reading the slogan can increase employees' motivation. for work, can also remind staff to allow employees more memorizing Wegman's culture Through this ceremony, members of the Wegman&#

44、39;s closely linked, and to strengthen the Wegman's culture, among the staff.Creation of material symbolThe layout of corporate headquarters, the type of automobiles top executives are given,and the presence or absences of corporate aircraft are a few exemplas of material symbol. Wegman can set

45、their own material symbol, such as the size of the office at different levels, various positions of office furniture grade, the additional allowances and clothing to senior manager. These materials convey to staff such a symbol of information that who is important, the degree of what equality by exe

46、cutives expects, and what behavior is appropriate. As Wegman's culture believes that managers and ordinary employees is not much difference, they are very concerned about the employees and many generous benefits to employees. So the material symbol may not be obvious in Wegman.Using the internal

47、 languageOrganizations, over time, tend to develop some specific terms, the internal language, to describe with 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 langua

48、ges as a way to identify members of Wegman culture or subculture. In general, Wegman's employees just 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,

49、it formed employees of the common features with Wegma'n s culture. 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 ever

50、yone participated equal, interactive communication, and exchange and sharing 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 and spacious librarystaff can support all

51、kinds of learningmaterials and a good learning place; maturing of the internal and external training would provide employees with the opportunity to update professional knowledge;modern networkedoffice conditions can offer employees with more learning opportunities.This able to create alearning envi

52、ronment that can advocate the idea of at work to learn, the learning to work, tocreate a good learning environment and opportunities for the staff. So that learning will become a culture.4. The Importance of CultureIn order to develop, enterprises must seek more scientific, more systematic and compl

53、ete man ageme ntsystem. Culture provides the n ecessaryorga ni zati onalstructure andman ageme ntmecha ni sms.Con temporarycompa nies to main ta in steady and contin uousdevelopment must be develop its own unique corporate culture. Building of enterprise culture has an importa nt role for en terpris

54、e developme nt strategies, improve en terprise man ageme nt.4.1 Promote to improve the core competitive nessCorporate cultures promote to improve the core competitive ness of en terprises. In the widelyshared values un der the guida nee of bus in ess practices, employees will have a sense of belongi

55、ng, mission, and identify with corporate image. (Guo Songyang J 2006) Corporate culture is the in ter nal dyn amics of en terprise developme nt. This is main ly embodied in the three fun cti onsCohesionfunction . It can put people together tightly; make their purpose clear andcohere nt. As long as t

56、he fun dame ntal goal choos ing the right compa ny, we can make the corporate profits of most of the workers un ify and form a stro ng cohesive ness.Orientedfunctions . Corporate values and entrepreneurialspirit can put forwardlong-term significanee for the company development strategy. Corporate cu

57、lture is the fun dame ntal basis for the developme nt of competitive strategies and policies in the market competiti on.Motivate fun cti on . Motivati on is a kind of spiritual power and status, which mobilize and stimulate en thusiasm, in itiative and creativity of workers.It allows employees to fi

58、nd thegoal, and the opportu nity to play tale nt.4.2 To the Bes unyoung' culture as an exampleBesu nyoung in the corporate culture, "in tegrity, pragmatic, inno vative" bus in ess philosophy is highly respected. Based on this, Besu nyoung create a good team, both in market research and

59、pla nning or product promoti on. Besu nyounghave bee n in this bus in ess philosophy, as thecorn erst one of developme nt. And created a lot of "Besu nyoung" miraclein the domestic field ofhealth tea. (Zhou Yunhe & Luo Wen J 2010) Besu nyoung raised the requireme nts ofa senseof own ership. It is that to each in dividual regard compa ny as their own home, to promote thework actively. This concept, not only serve as a cohesiveness, to unite its members, but also play a role in adaptati on, for the empl