企业文化建设英文.docx
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企业文化建设英文.docx
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企业文化建设英文
Report
Introduction
Inanycompanieshasitsownculture.Somecultureisstrong,otherscultureisweak.Nomatterthecultureisstrongorweakthatwillimpactonthedevelopmentofenterprises.Therefore,enterprisesshouldalsotakeeffectivemeasurestomaintainthecorporateculture.Wegmanisagrocerystore.Hehasastrongcorporateculture,butalsoaffecttheiremployeesfollowthe
Wegman'sculture.
1.StrongandWeakCulture
1.1DefinitionofStrongandWeakculture
Anorganizationmustbecomposedofbothavarietyofcultural.Sowecandividetheseinto
strongandweakculture,accordingtodifferentattributesofcultureSst.rongCultureisthekey
valuesarestronglyheldandwidelyrecognizedculturalorganizationsbythepublic.Strong
Culturewillrestrictamanager'sdecision-makingrelatedtochoiceofallmanagement
functions.Itdetermineswhatpeopleshoulddoornotdoanything.Organizationshave
strongcultureshaveaveryclearrecognitionofthevalue.Strongculturalimpactforthe
employee'sbehavior,andreducestaffturnoverhavemoredirectcontact.Onthecontrary,
(PhilipKotler&GaryArmstrong,[M]2010)WeakCultureisthekeyvaluesthatcannotbe
widelyacceptedandstronglyinsistculturalorganizations.
Inastrongculture,theorganization'scorevaluesarebothstronglyheldandwidely
shared.Themorememberswhoacceptthecorevalueandthegreatertheircommitmentto
thosevalueis,thestrongercultureis.Consistentwiththisdefinition,astrongculturewillhave
agreatinfluenceonthebehaviorofitsemployeesbecausethehighdegreeofsharingand
intensitycreatesatmosphereofhighbehaviorcontrol.
1.2ThecultureofWegman
CharacterizeWegman'scultureisaStrongCultur.eStrongcultureforthegreaterimpactof
employeebehavior,andreducestaffturnoverhaveamoredirectrelationship.Aspecialresult
ofastrongcultureshouldbeloweremployeeturnover.(Robbins,S.P.andCoulter,[M],2007)
Astrongculturedemonstrateshighagreementamongmembersaboutwhattheorganization
standersfor.Suchunanimityofpurposebuildscohesiveness,loyaltyandorganization
commitment.Thesequalities,inturn,lessenemployees'propensitytoleavethe
organization.
Ingeneral,grocerystoresarenotconsideredasagoodplacetowork.Comparedwith
otherprofessions,Lowincomeisinthisprofession.Theresultisanindustrythatseeshigh
annualturnoverrate.EmployeesatWegman,however,viewworkingforagrocerabit
differently.Insteadofviewingtheirjobasatemporarysetbackonthewaytoamore
illustriouscareer,manyemployeesatWegmanviewworkingforthecompanyastheircareer.
ThisisbecausethereisastrongcultureofWegman;itcancultivateworkinginterestof
employeessothatemployeestakeprideatwork.Employeesandthecompanyformeda
consistentidentity.
1.3HowWegman'sculturaltoinfluencestaff
Wegmanwanttolettheculturewhichisdynamic,happy,mutualaid,loyaltycanaffectevery
empioyee,andwillsustainthisculture.Therefore,theWegmanhasdonealot
Ingrainedmanagers
Wegman'scultureisingrainedintheseniormanagers.Morethanhalfofthesemanagersstartworkingheresinceateenager.Wegman'sculturalimpactonthemisprofound.TheyhavebeenworkingatWegmanatleasttwodecades;theirfeelingsofWegmanaredeep.
Theirunderstandingofthecompany'scultureisalsoverythorough.Thus,thesemanagersleadershipempioyees,theywillfollowtheWegman'sculture,whichcancultivatealoyalWegman'sempioyees.Thisenablestheformationofculturalheritage
Carefulselectionempioyees
Wegmansisverycarefullyinselectingempioyees.EmpioyeesatWegmanarenotselectedbasedonthementalabilityorexperienee,butintheinterestofthecandidatesasajudgmentstandard.Wegmanwishtohireempioyeesarealinterestinfood,theycanhelpthecompanymaintainconcernedonthedeliciousfood.SuchempioyeesareinlinewithWegman'sownculture,theyarealsomorelikelytoacceptthecompany'sothercultures.
Cautiousexpansion
BecauseWegmanscarefullyselectsempioyees.Sothegrowthisoftenslowandmeticulous,withonlytwonewstoresopenedeachyear.WhilethisrateofexpansionisslowbutitcanensurethateachstorecontainsastrongcultureofWegmanWhenanewstoreisopened,empioyeesfromexistingstoresarebroughtintothenewstoretomaintaintheculture.Theexitingempioyeesarethenabletotransmittheirknowledgeandthestore'svaluestothenewempioyees.
2.Wegman'sCulture
2.1TheprimarysourceofWegman'sculture
Theorganization'scurrentcustoms,tradition,andthegeneralwayofdoingthingsarelargely
duetowhatitinhasdonebeforeanddegreeofsuccessithashadwiththoseendeavors.This
leadsustotheultimatsourceofanorganizationsculture:
itsfounder
Foundersoftheorganizationtraditionallyhaveamajorimpactontheearlyculture.They
haveavisionofwhattheorganizationshouldbedoingsomethingforfuture.Theydonot
acceptthepreviouspracticeortheshacklesofideology.(LiSufang[J]2009)Atypicalfeature
oftheneworganizationissmallsize.Thisisfurtherbeneficialthatthefounderimpositionsof
theirownvisiononallmembers.Therearethreewaystocreateacultural.
First:
foundershireandkeeponlyempioyeewhothinkandfeelthesamewaytheydo.
Secondindoctrinationandsocializeempioyeestotheirwayofthinkingandfeeling.
Finallyfounders'ownbehavioractsasarolemodelthatencourageempioyeesto
identifywiththemandtherebyinternalizetheirbeliefs,values,andassumption.
Wegman'sflagshipstorelocatedinNewYork,whichisthebrothersofJohnandWalter
Wegmanfoundedin1930.Itsspecialfeatureisacoffeeshopthatseatedinthestorecan
accommodate300people.Obviously,founderspayattentiontothedeliciousfoodshighly.
Therefore,theyhirepeoplewhoarereallyinterestedinfood.Thishelpstomaintainthe
founders'easfocusingonthefood,creatingtheoriginalWegman'sculture.Wegman's
developmentitseemstobesuccessfultoday.Thus,thefoundersattentiontothedelicious
foodbecomesseenasaprimarydeterminantofthatsuccess.Hissuccessorisconstantly
strengthenedanddevelopednewcultures,suchasincreasedempioyeebenefits.Atthispoint,
thefounders'entirepersonalitybecomesembeddedinthecultureoftheWegman.
2.2Sustainownculture
Onceacultureisinplace,therearepracticeswithintheorganizationthatacttomaintainitby
givingempioyeesasetofsimilarexperiences.Theselectionprocess,performaneeevaluation
critical,traininganddevelopmentactivities,andpromotionensurethatthosehiredfitinwith
theculture,rewardthosewhosupportit.(StephenP.Robbins&TimothyA.Judge[M]2008)
InsustainWegmansculturalprocess,mainlyusedtwomethods:
Selectionpractices,the
actionsoftopmanagement.
Selectionpractices
Theexplicitgoaloftheselectionprocessisidentifyandhireindividualswhohavetheknowledge,skills,andabilitiestoperformthejobwithinthejobwithintheorganizationsuccessfully.Wegmanisafoodstore,hehiredstaff,ofcourse,isinterestedinfoodasaconditionofselection.ThisselectioncriteriaandWegman'sculturetomaintainhaveasignificantrelationship.Inthisway,thecompanyintheselectionstaffprocessinsistedtheWegmanculture,screeningoutthosewhoarenotinterestedinfood,orthreaten
Wegman'sculture.
Theactionsoftopmanagement
Theactionsofthetopmanagementalsohaveamajorimpactontheorganizationsculture.Topmanagement,throughwhattheysayandbehaviortoestablishtherolemodel,penetratingintotheorganizationusedtomaintaintheorganization'sculture.
Wegman'sfirstgenerationofmanagerstofocusonempioyeeinterestinfood,sowhetherintentionalornotempioyeeswillpayattentiontofoodsconcerns.Walter'ssonRobertservedasPresident,hebelievedhimselfandtheempioyeehasnotdifferent,Walter'ssonaspresident,heandthestaffdonotconsiderthemselvesdifferent,soheimmediatelyincreasethenumberofempioyeesgenerousbenefits,suchasprofitsharingandmedicalcoveragecompletelypaidforbythecompany.NowtheWegmanpresidentisRobert'ssonDanny.HecontinuedtocarryforwardtheWegman'straditionalofconcerningforitsempioyees
2.3Anotherwaystomaintaincompany'sculture——Socialization
Inadditiontoselectionpracticesandactingoftopmanagement,maintainedorganization
cultureapproachtherearemanytypesSocializationisaneffectivemethodNomatterhow
goodorganizationdoesinstaffselectionandrecruitment,newempioyeescannotfullyadapt
totheorganizationaiculture.Becausetheyarenotfamiliarwiththeorganization'sculture.
(StephenP.Robbins&TimothyJudge[M]2008)Newempioyeesarelikelytodisturbthe
conceptsandhabitsthatareinplacedinorganization.Organizationswill,therefore,needto
helpnewempioyeesadapttotheorganization'sculture.Theadaptationprocessiscalled
socialization
Socializationcanbedividedintothreestages.PrearrivalStageIncludingalllearning
activitiesoccurredbeforethenewmemberstoparticipateinOrganization.Duringthisphase,
wecanclearlyseeeachindividual'sdifferentvaluesandexpectationsofthecompany.
EncounterStageAtthisstage,newmemberscanseethetruecharacteroftheorganization.
Newempioyeesmayfacetodisconnectedproblembetweenpersonalexpectationsandreality.
Theperiodisacrucialstageof
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