学士学位论文电子商务企业文化重建信息管理与信息系统外文文献及翻译.docx
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学士学位论文电子商务企业文化重建信息管理与信息系统外文文献及翻译.docx
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学士学位论文电子商务企业文化重建信息管理与信息系统外文文献及翻译
xx科技学院新科学院
2013届本科毕业论文(设计)
外文文献及翻译
TheCorporateCultureRebuildingofE-business
学生姓名:
xx
所在系别:
管理系
所学专业:
信息管理与信息系统
导师姓名:
xx
完成时间:
2013年3月10日
TheCorporateCultureRebuildingofE-business
Withthedevelopmentoflarge-scalee-business,TheE-commerceculturecomesintobeing.Itisanenterprisethatproducesanewvalue.Thenewintegrationofinternalresourcesoftheenterprises,whichreducestransactioncostsandimprovesefficiency.Anditcanshortthecycleofproduction,andgetmanyotherbenefits.Alsoitchallengesontheexistingcorporateculture.Theriseofe-commerceisameansofrapiddevelopmentoftechnologythatleadsbusinessmodelschange.Thesurvivaloftraditionaleconomicactivities,themeansofoperationandthemanagementmechanismshavechangedcompletely.Thetraditionalcorporateculturealsofacesabigstrike.
First,theContributiontotheEnterpriseValueofCorporateCulture
Culturalphenomenonisasymbolofcivilizedcountryandamajorwitnessofthenation.Broadercultureincludesknowledge,belief,art,morals,law,customsandeverypersonasamemberofthesocialtoobtainabilityandhabit,includingthecomplexwhole.Thesurvivalanddevelopmentoftheenterpriseplaysanimportantroleasa"subculture"ofthecorporateculture.Corporatecultureistheproductofamarketeconomyandcommodityeconomy,embodyingtheobjectivelawsofmarketeconomy.Itreflectsthecompany'scompetitivepractices,competitivespiritandoverallimage.Theenterprisecultureisthecompany'smanagementphilosophy,enterprisesfaceinwhichthesocialandbusinessenvironmentinthelong-termproductionofbusinessactivities.Anditgetsallemployeesacceptandagreetohonor,whichfightsforasetofinformalrulesofsuccess.Itshowsakindofmanagementphilosophyandbusinesspracticetoachievethroughwhatkindoftarget.Itisanimportantpartofeconomicmanagement.Corporateculturemeansacompany'svalue,andthesevaluesbecomeanormofbehaviorofemployees’activities.
Howtoincreaseprofits,reducecostsandexpensesistheoriginofthecorporateculture.Itsmeaningishowtoenableenterprisestoeffectivelyintegrateresourcesinordertoachieveexternalflexibilityandrealizesustainabledevelopmentinthecompetition.Corporateculturefortheenterprisestodevelopculturalmanagementindicatesacleardirection.Theforeigncompetitionenvironmentforbuildinghighlyadaptableandrespondingquicklytochangeisthefinalpurposeofenterpriseculture,accordingtoenvironmentalbehaviorcapacities,whichinfactisthecompany,ownedbytheexternalcompetitiveenvironmentbytheneedsofinternalresourcestheabilitytointegrateanduse.Corporatecultureshouldpromotetheformationofthecapacityofthesystemandmaintainagoodsystem.ManyChinesecompanies,forexample,Haier,Lenovo,andsoon,thesecretofenterprisesuccessistodevelopasetofcorporateandbusinessphilosophythatformsitsownuniquecorporateculture.
1,thecorporateculturereflectsthecompany'simageandspirit.EstablishingagoodcorporateimageneedssupportofModernbusiness,fromleadershiptostaffquality,fromproductqualitytomanagementfacilities,fromtheenvironmenttotheproductdevelopment,infiltratingculturalfactors,andallreflectingthecorporateimage.Goodcorporateimage(the"goodwill")isanintangiblewealthandassetstodisplaythe"brandeffect",whichwinsthesocialandpublicsupport,inlinewithmodernpublicrelationsandmarketingtheory.Fromthemodernmanagementtheory,itreflectsthespiritofenterprisegroupsandtheidealgoal,showingthedirectionofdevelopmentofenterprisesandbusinesspurposes.Itisonbehalfofthecompany'sfutureprospects;sothateverymembercompanycanvoluntarilycontributetotheachievementoforganizationalgoals,fromtheenterprisesinthefiercecompetitionintechnologypress"beautifulandfragrantflowers."
2,thecorporatecultureasinthebusinessasanewmanagementtheorytoplayanextremelyrebuildingrole.
First,creatingaenvironmentforflexiblecoordinationofbusinessoperations,thecorporatesocialsystemsasasubsystem,continuouslywiththesurroundingenvironmentmaterial,energyandinformationexchange,socialenvironmentisrelativelymoreobjective.Andenterprisesneedtoadapttoenvironmentalchanges,researchingthelawsandrequirementsofenvironmentalchange,acleartendencyofeconomicdevelopmentcompatiblewiththesocialneedsandpotentialdemand,whichimprovetheenterprise'svariousweaknessesandadjusttobusinessstrategy,creatinganewcorporateculture,andenvironmentinteractiontoachievedynamicbalancethatcreatesacycleofmarketenvironment,promotingtherestructuringofjoint-stockcompanyintothefuturestateofhealthyfunction.
Second,itisconducivetotheformationofthevaluesoftheiralloperation.Thedevelopmentofcorporatecultureastheunderlyingmotivation,itsvaluesisthecoreofcorporateculture.Anditisabusinessorganizationandthebasicconceptsandbeliefs.Forenterprises,thecoretaskishowthemarkettosurviveandprovideconsumerswithappropriateproductsandservices.Thecoremissionofbusinessdoesnotautomaticallyguaranteeacorporatememberwithacommonobjective.Valuesestablishedbythecompanycodeofconductforemployeesdefinedinanextremelysuccessfulandtheobjectivepursuit.
Third,ithelpstoimprovetheallqualityandfostercorporation.Thecompositionofthecorporatecultureincludesideology,culture,technology,culture,managementculture,qualitycultureandentertainmentculture.Ontheonehand,thecultureofintegrationpromotestheimprovementofthequalityoftheentirestaff.Becausetheinfluenceofacommonculture,theformationofacommonawarenessandbehavior-orientedpreservesandmaintainstheunity,cooperation,theharmonybetweenemployeerelations,theobjectivetostrengthentheunity,theoveralldevelopmentoftheperformance.
3,thebusinesscultureisakindofmeaning.Itisdifferentfromthesurroundingenvironmentoftheenterpriseasasystem.Itsinternalmechanismsofthecoordinatedoperationofthecorporateculturecannotbeseparated.Ontheonehand,adirecteffectoncorporateculture,employeecodeofconduct,professionalethicsandclippoint,nurtureanddevelopthecorporateculture,whichimprovesthecohesionandsolidarity,increasingemployee’ssatisfaction,senseofidentityandbelonging.Ontheotherhand,thecorporatecultureofthemajordecisionsofbusiness,thecompany'slong-termgoalsandstrategiesaswellastheimplementationofrulesandregulationshavenotbeunderestimated.
Second,theBuildingofCorporateCulture,theNeedforChange
Inthe21stcentury,theenterprisecultureofChinesebusinessfacesmultiplechallenges:
thearrivalofknowledgeeconomy,thecorporateculture,thequestionofhowtoenhancethevalueofknowledge,knowledgeworkershowtodealwithnewissues;market-orientedreform,makingtheplannedeconomyeratheformationofcorporatecultureandoldways,oldroutinesoftenfail;andtheriseofnetworktechnology,butalsoforthebirthofanewcorporatecultureprovidesaweapon.Sentence:
mechanismchanged,timeshavechanged,technologyhaschanged,somanycompaniesarefacedwithreshapingcorporateculture.GerstnersavedBigBlue,thefirstistoexplicitlychangethecorporatecultureofIBM'sbasicvalues,thecreationofIBM'sculture,whichis"strivetowin(Win)""fastexecution(Execute)"and"teamspirit(Team)".Gerstnersaid,"asIBM'sleaders,ofcourseyouneedtoleadtheplanningandspecificprojects,butyourresponsibilitiesalsoincludeleadingthestaff,theestablishmentofworkteams,andthecreationofhigh-performancecorporateculture."GEJackWelch,formerCEOalsosaid:
"Ourvitalitycurveisabletofunctioneffectively,becausewespentadecadeinourenterprisetoestablishaperformanceculture."
Fromourpointofviewofcorporateculturedevelopmentstatus,canonlysaythattheendisstillinarelativelylevel,the"corporateculturestrategy"didnotreceivedueattention,thecultivationofcorporateculture,lackofguidancesystemstheory,corporateculture,mostofthetraditionalcultureintheenterprisetheepitomeofsuchenterprisesoftenlackvitality,dead,sufferingfromalackofexcellentsense,maybeseverecentrifugalserious.Overalltherearemoredefectsinourcorporateculturephenomenonwitherror,ourcorporateculturecommonerrorsare:
1,thephenomenonofculturalobscurantism.Suchphenomenoniscommoninthoseautocraticleadersoroperationalproblemsoftheenterprise.Performanceoftheleadersoftheextremestressoncertainculturalvalues,educationandmeanstopromoteradical.Itisbecausethecausesofmostoftheleadershopetoachievewithintheenterprise.
2,noculturalphenomenon.Usuallypresentscompanieshaveaverystrictsystemandthevariousrulesandregulations.Thesystemprovidesforemployeestodoandnotdo,butthereisnoclearculturalideasandvaluesadvocate,neglectofeducationandtrainingofemployees.Suchphenomenagenerateuptoindustrialmanufacturingcompanies,mostofthecausesofqualityisnothighbecausetheleadersthemselves,orlackofunderstandingofcorporateculture.Orwanttocoverupsomekindofcultoftheindividualfacts.Suchenterprisesareusuallyeasytoproduceleadersoftheblindworshiporsilentonthesituation.
3,theidealculturephenomenon.Itiscommoninthosewithyoungpeopleasthemainforceoftheemergingentrepreneurialcompanies.Manifestationsofthesecompanieswillmakesomeunr
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