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
Inanypanieshasitsownculture.Somecultureisstrong,otherscultureisweak.Nomatterthecultureisstrongorweakthatwillimpactonthedevelopmentofenterprises.Therefore,enterprisesshouldalsotakeeffectivemeasurestomaintainthecorporateculture.Wegmanisagrocerystore.Hehasastrongcorporateculture,butalsoaffecttheiremployeesfollowtheWegman'sculture.
1.StrongandWeakCulture
1.1DefinitionofStrongandWeakculture
Anorganizationmustbeposedofbothavarietyofcultural.Sowecandividetheseintostrongandweakculture,accordingtodifferentattributesofcultures.StrongCultureisthekeyvaluesarestronglyheldandwidelyrecognizedculturalorganizationsbythepublic.StrongCulturewillrestrictamanager'sdecision-makingrelatedtochoiceofallmanagementfunctions.Itdetermineswhatpeopleshoulddoornotdoanything.Organizationshavestrongcultureshaveaveryclearrecognitionofthevalue.Strongculturalimpactfortheemployee'sbehavior,andreducestaffturnoverhavemoredirectcontact.Onthecontrary,(PhilipKotler&GaryArmstrong,[M]2010)WeakCultureisthekeyvaluesthatcannotbewidelyacceptedandstronglyinsistculturalorganizations.
Inastrongculture,theorganization'scorevaluesarebothstronglyheldandwidelyshared.Themorememberswhoacceptthecorevalueandthegreatertheirmitmenttothosevalueis,thestrongercultureis.Consistentwiththisdefinition,astrongculturewillhaveagreatinfluenceonthebehaviorofitsemployeesbecausethehighdegreeofsharingandintensitycreatesatmosphereofhighbehaviorcontrol.
1.2ThecultureofWegman
CharacterizeWegman'scultureisaStrongCulture.Strongcultureforthegreaterimpactofemployeebehavior,andreducestaffturnoverhaveamoredirectrelationship.Aspecialresultofastrongcultureshouldbeloweremployeeturnover.(Robbins,S.P.andCoulter,[M],2007)Astrongculturedemonstrateshighagreementamongmembersaboutwhattheorganizationstandersfor.Suchunanimityofpurposebuildscohesiveness,loyaltyandorganizationmitment.Thesequalities,inturn,lessenemployees’propensitytoleavetheorganization.
Ingeneral,grocerystoresarenotconsideredasagoodplacetowork.paredwithotherprofessions,Lowineisinthisprofession.Theresultisanindustrythatseeshighannualturnoverrate.EmployeesatWegman,however,viewworkingforagrocerabitdifferently.Insteadofviewingtheirjobasatemporarysetbackonthewaytoamoreillustriouscareer,manyemployeesatWegmanviewworkingforthepanyastheircareer.ThisisbecausethereisastrongcultureofWegman;itcancultivateworkinginterestofemployeessothatemployeestakeprideatwork.Employeesandthepanyformedaconsistentidentity.
1.3HowWegman’sculturaltoinfluencestaff
Wegmanwanttolettheculturewhichisdynamic,happy,mutualaid,loyaltycanaffecteveryemployee,andwillsustainthisculture.Therefore,theWegmanhasdonealot
●Ingrainedmanagers
Wegman'scultureisingrainedintheseniormanagers.Morethanhalfofthesemanagersstartworkingheresinceateenager.Wegman'sculturalimpactonthemisprofound.TheyhavebeenworkingatWegmanatleasttwodecades;theirfeelingsofWegmanaredeep.Theirunderstandingofthepany'scultureisalsoverythorough.Thus,thesemanagersleadershipemployees,theywillfollowtheWegman'sculture,whichcancultivatealoyalWegman'semployees.Thisenablestheformationofculturalheritage
●Carefulselectionemployees
Wegman’sisverycarefullyinselectingemployees.EmployeesatWegmanarenotselectedbasedonthementalabilityorexperience,butintheinterestofthecandidatesasajudgmentstandard.Wegmanwishtohireemployeesarealinterestinfood,theycanhelpthepanymaintainconcernedonthedeliciousfood.SuchemployeesareinlinewithWegman'sownculture,theyarealsomorelikelytoacceptthepany'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.
Wegman'sflagshipstorelocatedinNewYork,whichisthebrothersofJohnandWalterWegmanfoundedin1930.Itsspecialfeatureisacoffeeshopthatseatedinthestorecanacmodate300people.Obviously,founderspayattentiontothedeliciousfoodshighly.Therefore,theyhirepeoplewhoarereallyinterestedinfood.Thishelpstomaintainthefounders’ideasfocusingonthefood,creatingtheoriginalWegman'sculture.Wegman'sdevelopmentitseemstobesuccessfultoday.Thus,thefounders’attentiontothedeliciousfoodbeesseenasaprimarydeterminantofthatsuccess.Hissuccessorisconstantlystrengthenedanddevelopednewcultures,suchasincreasedemployeebenefits.Atthispoint,thefounders’entirepersonalitybeesembeddedinthecultureoftheWegman.
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,thepanyintheselectionstaffprocessinsistedtheWegmanculture,screeningoutthosewhoarenotinterestedinfood,orthreatenWegman'sculture.
●Theactionsoftopmanagement
Theactionsofthetopmanagementalsohaveamajorimpactontheorganization’sculture.Topmanagement,throughwhattheysayandbehaviortoestablishtherolemodel,penetratingintotheorganizationusedtomaintaintheorganization'sculture.Wegman'sfirstgenerationofmanagerstofocusonemployeeinterestinfood,sowhetherintentionalornotemployeeswillpayattentiontofood’sconcerns.Walter'ssonRobertservedasPresident,hebelievedhimselfandtheemployeehasnotdifferent,Walter'ssonaspresident,heandthestaffdonotconsiderthemselvesdifferent,soheimmediatelyincreasethenumberofemployeesgenerousbenefits,suchasprofitsharingandmedicalcoveragepletelypaidforbythepany.NowtheWegmanpresidentisRobert'ssonDanny.HecontinuedtocarryforwardtheWegman'straditionalofconcerningforitsemployees
2.3Anotherwaystomaintainpany'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'sdifferentvaluesandexpectationsofthepany.EncounterStage:
Atthisstage,newmemberscanseethetruecharacteroftheorganization.Newemployeesmayfacetodisconnectedproblembetweenpersonalexpectationsandreality.Theperiodisacrucialstageoftheprocesssocialization.Itiswhentheorganizationseekstomoldtheoutsidersintoanemployee“ingoodstanding”MetamorphosisStage:
Tosolvetheproblemduringthecollisionmaylastarelativelylongperiodoftime.Thenewemployeemasterstheskillsrequiredforthejobthatsuccessfullyperformsthenewroles,andmakestheadjustmentstotheworkgroup’svaluesandnorms.
Fore
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