企业文化建设英文.docx

企业文化建设英文.docx

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企业文化建设英文

企业文化建设（英文）

Introduction

Inanycompanieshasitsownculture.Somecultureisstrong,otherscultureisweak.Nomatterthecultureisstrongorweakthatwillimpactonthedevelopmentofenterprises.Therefore,enterprisesshouldalsotakeeffectivemeasurestomaintainthecorporateculture.Wegmanisagrocerystore.Hehasastrongcorporateculture,butalsoaffecttheiremployeesfollowtheWegman'sculture.

StrongandWeakCulture

DefinitionofStrongandWeakculture

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.

ThecultureofWegman

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.

HowWegman'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.

Wegman'sCulture

TheprimarysourceofWegman'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.Itsspecialfeatureisacoffeeshopthatseatedinthestorecanaccommodate300people.Obviously,founderspayattentiontothedeliciousfoodshighly.Therefore,theyhirepeoplewhoarereallyinterestedinfood.Thishelpstomaintainthefounders'ideasfocusingonthefood,creatingtheoriginalWegman'sculture.Wegman'sdevelopmentitseemstobesuccessfultoday.Thus,thefounders'attentiontothedeliciousfoodbecomesseenasaprimarydeterminantofthatsuccess.Hissuccessorisconstantlystrengthenedanddevelopednewcultures,suchasincreasedemployeebenefits.Atthispoint,thefounders'entirepersonalitybecomesembeddedinthecultureoftheWegman.

Sustainownculture

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'sculture.

Theactionsoftopmanagement

Anotherwaystomaintaincompany'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.Thenewemployeemasterstheskillsrequiredforthejobthatsuccessfullyperformsthenewroles,andmakestheadjustmentstotheworkgroup'svaluesandnorms.

Forexample,atLimitedBrands,NewlyappointedvicepresidentandregionaldirectorthroughOnemonthtrainingprogram,itcalled“onboarding”.Purposeistoallowtheseseniorexecutivesintegrateintothecompany'sculture.Duringthemonththeyhavetonodirectresponsibilitiesfortasksassociatedwiththeirnewpositions.Instead,theyspendalltheirworktimemeetingwithotherseniorleaderandmentorsworkingthefloorsofretailstores,evaluatingemployeeandcustomerhabits,investigatingthecompetition,andstudyingLimitedBrands'pastandcurrentoperations.

LearnCultureinWegman

HowtolearnWegman'scultures——Stories

Wegmanuseapart-timeinthecompany's19-year-oldcolle