企业文化建设英文Word下载.docx

企业文化建设英文Word下载.docx

《企业文化建设英文Word下载.docx》由会员分享，可在线阅读，更多相关《企业文化建设英文Word下载.docx（10页珍藏版）》请在冰豆网上搜索。

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.

1.2ThecultureofWegman

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.

1.3HowWegman’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.

2.Wegman'

sCulture

2.1TheprimarysourceofWegman'

sculture

Theorganization'

scurrentcustoms,tradition,andthegeneralwayofdoingthingsarelargelyduetowhatitinhasdonebeforeanddegreeofsuccessithashadwiththoseendeavors.Thisleadsustotheultimatesourceofanorganization’sculture:

itsfounder.

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

●First:

foundershireandkeeponlyemployeewhothinkandfeelthesamewaytheydo.

●Secondindoctrinationandsocializeemployeestotheirwayofthinkingandfeeling.

●Finallyfounders’ownbehavioractsasarolemodelthatencourageemployeestoidentifywiththemandtherebyinternalizetheirbeliefs,values,andassumption.

sflagshipstorelocatedinNewYork,whichisthebrothersofJohnandWalterWegmanfoundedin1930.Itsspecialfeatureisacoffeeshopthatseatedinthestorecanaccommodate300people.Obviously,founderspayattentiontothedeliciousfoodshighly.Therefore,theyhirepeoplewhoarereallyinterestedinfood.Thishelpstomaintainthefounders’ideasfocusingonthefood,creatingtheoriginalWegman'

sculture.Wegman'

sdevelopmentitseemstobesuccessfultoday.Thus,thefounders’attentiontothedeliciousfoodbecomesseenasaprimarydeterminantofthatsuccess.Hissuccessorisconstantlystrengthenedanddevelopednewcultures,suchasincreasedemployeebenefits.Atthispoint,thefounders’entirepersonalitybecomesembeddedinthecultureoftheWegman.

2.2Sustainownculture

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'

●Theactionsoftopmanagement

Theactionsofthetopmanagementalsohaveamajorimpactontheorganization’sculture.Topmanagement,throughwhattheysayandbehaviortoestablishtherolemodel,penetratingintotheorganizationusedtomaintaintheorganization'

sfirstgenerationofmanagerstofocusonemployeeinterestinfood,sowhetherintentionalornotemployeeswillpayattentiontofood’sconcerns.Walter'

ssonRobertservedasPresident,hebelievedhimselfandtheemployeehasnotdifferent,Walter'

ssonaspresident,heandthestaffdonotconsiderthemselvesdifferent,soheimmediatelyincreasethenumberofemployeesgenerousbenefits,suchasprofitsharingandmedicalcoveragecompletelypaidforbythecompany.NowtheWegmanpresidentisRobert'

ssonDanny.HecontinuedtocarryforwardtheWegman'

straditionalofconcerningforitsemployees

2.3Anotherwaystomaintaincompany'

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.Thenewemployeemastersthe