工商管理外文翻译外文文献英文文献企业文化的变革Word格式.docx

工商管理外文翻译外文文献英文文献企业文化的变革Word格式.docx

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senterprise,andasearchformorefunctionalandtimelyconceptsforcreatinganewandmoretimelyculturalpattern.

Theleadingedgeofthegloballyoperatingworldofbusinessisbecomingkeenlyconcernedwithchangesintoday'

ssocial,economic,andecologicenvironment.Atthetopechelonsofmanagementanintensesearchisunderwayforup-to-datemodesofthinkingandacting.Itcomestotheforeintheemphasismanagersplaceoncorporatestrategy,corporateidentity,corporatephilosophy,evencorporateethics.Anorganizationalrevolutionisunderway,asmanagersseektocommunicatetheirvisionwiththeircollaborators.Theimportanceofcommunicationamongallbranchesandlevelsoftheenterpriseisbecomingrecognized.Itisalsorecognizedthatthecompanycanonlyfunctionwhenpeopleunder-standwhatgoalsmanagementpursues,andwhattheirownroleisintheachievementofthegoals.

Enterpriseculture

Theongoingtransformationoftheenterprisecultureisapositivefactorinourchangingandunpredictableworld.Itmeansthatcompaniesarebecomingmoresensitivetothechangesthatobtainintheirenvironment,andmorereadytorespondtothem.Thenewemphasisonmanagementandcompanyethicsalsosuggeststhatbusinessesarewillingtoassumetheresponsibilitythatgoeswiththeirlargerroleinsociety.Globalenterpriseswieldunprecedentedpowerandinfluence,andthetransformationoftheirculturewillbeacriticalfactorindecidingtheevolutionofourinterdependentsocio-economicandecologicsystems–andtherewithourindividualandcollectfuture.

Thetransformationoftheenterprisecultureistimely:

thecompanyculturedominantformostofthiscenturybecameobsolete.Itfocusedontheworkingsoftheenterprisewithoutmuchregardforitssocialandecologicenvironment;

itoperatedonthepremisethatthebusinessofbusinessisbusiness--ifitcomesupwithgoodproductsorservices,itfulfillsallitsobligationsvis-a-vissocietyandnature.Theself-centeredmethodsofthetraditionalmanagementphilosophynolongerproduceacceptableresults--theyarelikeconcentratingallone'

sskillsonflyinganairplaneandpayingscantattentiontotheairspaceinwhichoneisflying.Thecaptainsofcontemporarybusinesscannotbesolelyconcernedwiththeinternalfunctioningoftheiraircraft:

theymustalsosetacourseinreferencetoclimaticconditions,currentpositionandprojecteddestination,andthetrafficonthenetworkofroutescriss-crossingtheglobe.Thattrafficisdiversifiedandcomplex.Itincludes,inadditiontocustomers,suppliers,distributors,R&

Dpartners,technologysubcontractors,andgovernmentaldepartmentsandministries,andnumerousothercooperativeandcompetitiveaircraft,togetherwiththesocial,ecologic,andevenculturalmilieuofthevariousbasesofoperation.

Globalcompaniesnolongerresembleagiantmechanism,controlledbythoseontop.Thisisnewinthehistoryofmodernbusiness.Formostofthe20thcentury,topmanagementcouldcommandthecompanystructureswithoutbeinginfluencedby,orevenmuchconcernedwith,itslowerechelons.Motivationfortask-fulfillmentwascreatedbymaterialincentivesbolsteredbythreats;

individualcreativityandinitiativeweredismissedasunnecessarynuisance.Powerwasconcentrated,togetherwithresponsibilityandoverview;

middlemanagementhadaccessonlytotheinformationthatwasimmediatelyrelevanttoitstasks.FollowingtherecipesprescribedinFrederickTaylor'

s"

scientificmanagement"

thedistributionoftaskswasestablishedatheadquartersandthecompany'

sfunctionsweredividedintoindividualworkcomponents.Planningwasbasedonabeliefincontrolandpredictability,effectsweretracedtocauses,andcauseswerequantitativelyanalyzed.Companyoperationsbasedoncause-effectchainsweregivenvalueindependentoftimeandplace:

asinamachine,itwasheldthatthesameinputwouldalwaysproducethesameoutput.Thiswasthephilosophyoftheleadingcompaniesofthe20thcentury;

themodelforsuccessatGeneralMotorsandStandardOil,andtherestoftheFortune500group.

Theeconomicgrowth-environmentofthepost-warperioddidnotprovidegroundstomodify,orevenquestion,thisphilosophy.Almostanythinganenterprisingmanagerwouldtryhadaknackofsucceeding;

hecouldevenengageinpersonalbravado.Technologicalprogressseemedassured,andexpandingmarketsseemedtodistributethebenefitsofgrowth.Thepost-wareconomywelcomedallentrepreneurs;

theycouldgrowastheeconomydid.Long-termcosts,ifany,werehiddeninthelongterm.InthatregardbusinessmenwerefondofquotingKeynes:

inthelongtermweshallallbedead.Ifthingsgetbetterandbetter,whybothertolookfurtherthanone'

snose?

Therewasnoneedtoworrywhetherornottherewouldbeprogress,itwasenoughtoguesswhatshapeitwouldtake,andhowthecompanycouldbenefitfromit.

Inthe1970sand'

80sthesituationhadchanged.Theeconomicgrowthcurveflattenedoutandoptimisticextrapolationsfailedtocometrue.Socialalienationandanomierose,andtechnologyproducedunexpectedside-effects:

scaresandcatastrophesatThreeMileIsland,Bhopal,andChernobyl,theozoneholeovertheAntarctic,recurrentinstancesofacidrainandoilspill,andworseningenvironmentalpollutionincitiesandonland.Beliefinprogresswasshaken.Intellectualsandyouthgroupsfounditnecessary,andsomesegmentsofsocietyfashionable,toespousetheviewthattechnologicaladvanceisdangerousandshouldbehalted.Environmentaleffectsandsocialvalue-changebegantoenterasfactorsintheequationsofcorporatesuccess,andleadingmanagers,togetherwithconsultantsandmanagementtheorists,begantoreexaminetheiroperativeassumptions.

Bythelate1980sfurtherchangesoccurredintheoperatingenvironment.Environmentalconcernsmovedfromthefringesofsocietyintothemarketplace;

peopleprovedamenabletopayinghigherpricesforproductstheydeemedenvironmentallyfriendly;

andtheywereknowntoboycottcompaniesthatremainedenvironmentallypollutingorunresponsive.Newinformationandcommunicationtechnologiescameonline,marketsbecameintegratedandinternationalized,productcyclesbecameshorterandproductlinesdiversified,andclientsandconsumersdemandedshorterdeliverytimesandhigherquality.Competitionmovedintotheglobalarena.Underthesecircumstancesclassicallyrunhierarchicalenterprisesprovedunabletocope.Thecentralizationofinformationanditsslowone-waypenetrationtolowerechelonsproducedfatalmistakes-andthenterminalrigidity.Thecompaniesthatsurviveddidsobytransformingthemselvesintoteam-orientedmulti-leveldecision-makingandimplementationstructures,ofteninthenickoftime.

Inthelate1990sthediffusionofinformationandthegrowthintheintensityandnumberofinterfacesbetweenpeople,departments,anddivisionshaveradicallychangedthecompany'

soperativestructures.Notonlyinformation,alsopeopleemergedasthekeyresourceoftheenterprise;

teamworkprovedtobethebestwaythisresourcecouldbetapped.Theboundarybetweenthecompanyanditseconomic,social,andecologicenvironmentturnedfuzzy.Withinthebusinessspherefusions,alliances,andpartnershipsbecamecommonplace.Inmanycasesthecoreactivitiesoftheenterprisecametobesub-contracted,andworkrelationswithotherfirmsbecameasoperativeascompany-basedorganizationalstructures.Relianceondistributorsandsuppliers,andlinkagetolocalcommunitiesandecologiesturnedintostandardparametersofcorporatefunctioning.

Underthesecircumstances,thereisadireneedfornewandadaptedmanagementconcepts.Thereisnodearthofadvice.Theoristsspeakofactivitybundlingandthecompany'

capacitytosustainablycapturethehighestportionofthetotalindustryvalue-addedchain'

sprofitmargin;

strategyspecialistsemphasizetheneedformanagementtofocusondynamiccompetitivepositioningandcustomer-drivenprocesses;

technologyconsultantsstresstheimportanceofanticipatoryR&

Dinbothproductsandprocesses;

andorganizationalexpertsinsistontheneedforlearningwithinnet-workedteamsoperatingbeyondestablishedcompanystructures.Leadingmanagersrealizethattheirvisionofthecompany'

sfunctioningwithinitsglobalenvironment,anditsadaptabilitytochangesandtrendsinthatenvironment,isatleastequalinimportancetotheirabilitytoformulatestrategyandcarryoutoperations.

ManagementguruTomPeterscalledintellectualcapitalacompany'

sgreatestresource,andconsultantsGaryHamelandnamedfuturevisionitsgreatestcompetitiveadvantage,morevaluablethanalargebankaccountoraleanorganization.Managerswhopossessintellectualcapitalandfuturevisionhaveasenseofpurpose,avoidwastingtimeonuselessexperimentsanddead-ends,andelicitdeepcommitmentfromtheircollaborators.Intoday'

sworldeffectiveleadershipcallsforasoundknowledgenotonlyofcurrentcompanyoperationsandresources,butofitsabilitytoreachstrategic,financial,andorganizationalobjectivesintheyearsahead.Thisrequiresconsiderableacumen.Becausethefuture,asCh