英文论文.docx

英文论文.docx

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英文论文

StudyOn the Construction of Corporate Culture

Abstract

WiththedevelopmentofeconomyinChina,corporatecultureisincreasinglyshowingahugeroleinenterprisedevelopment.Buttherearealotofproblemsanddifficultiesintheprocessofcorporatecultureconstruction,suchasthelackofpersonality,amereformality.Inordertoadvancethecorporationdevelopmentviaculture,wemustcreateacohesivecorporateculture,establishanexampleforthedevelopmentofcorporateculture,andlearntousemodernmeanstoacceleratethecarriersandthecreationofcorporateculture,communicationanddevelopment.

KeywordsCorporatecultureconstructionmeasures

Asanewmanagementphilosophy,corporatecultureisincreasinglyplayinganimportantroleinenterprisedevelopment.Whatis“corporateculture”?

Althoughallthetheoristsbelieveintheimportanceofthecultureintheorganizationalstudiesbutstillthereisalackofconsensusoveritsprecisedefinition.Theoristshaveacceptedthisfactandapproachedtheconceptofculturefromthemostwidelyuseddefinitionofculture,asdefinedbyLismenetal（2004）“acomplexsetofvalues,beliefs,assumptions,andsymbolsthatdefinethewayinwhichafirmconductsitsbusiness”.Corporatecultureisakindofeconomicactivitiesfromtheactualformationoftheorganizationintoorganizationalculture.Ittypicallyincludesacorporation’sownvalues,beliefs,attitudes,rules,traditionandcustoms,whichfundamentallyaffecthowpeopletodealwithmatters.

1.What’sthecorporateculture?

Companycultureisthedistinctivepersonalityoftheorganization.Itdetermineshowmembersact,howenergeticallytheycontributetoteamwork,problemsolving,innovation,customerservice,productivity,andquality.Acompany'scultureisoftenattherootofdifficultpeople-relatedproblemssuchasmotivation,morale,absenteeism,communications,teamwork,retention,injuries,andinsuranceclaims.Therearemanykindsofcorporateculturesintheworld.Generally,itismoreopen,straight,value-orientedinwesterncountries,andit’smoreconnotative,complex,relation-oriented.InChina,wecandifferentiatethetypeofcorporatecultureaccordingtothenatureofacorporationinthemain.Basically,corporatecultureinaprivatecompanyliesontheboss’personalstyletoalargeextent,mostprivatecompaniesareautocratic,family-oriented;State-ownedenterprisesusuallypoliticize.

Corporatecultureasamanagementtoolforenterprisedevelopmenthasanimportantrole:

thatis,employeesinthebusinessactivitiesofsomeChineseCommunistidealsandbeliefs,valuesandstandardsofconduct,whichincludestwolevels,theenterpriseofvaluesasthecoreoftheconceptofdimension;Second,institutionalandbehavioraldimensions.Internallyitcanmotivateworkerstostriveforprogress,attachimportancetoprofessionalethics,toimprovesocialskills,entrepreneurship;outsideitcontributestoestablishcorporateimage,improvecorporatereputation,expandtheirenterprises.Itisalsothereformofenterprises,innovationanddevelopmentstrategiestoachievetheideologicalfoundationofthebusinessenvironmentadaptabilitypillar.

2.Theimportanceofthecorporateculture.

A.CulturesTellUsHowtoBehave

Aswematuredfrominfancytoadulthood,itwasourculture,inandoutsideofthehome,thattoldushowtoact.Ashumanbeingswearehighlyskilledatlearningfromsocialsettings,recognizingalmostimmediatelyhowweshouldbehave.Weknowhowtofitin,howtodowhatisneeded.

Companycultures,likeanyotherculture,tellmembershowtobehave—whattodoandwhatnottodo.Theworkcultureisthestageorcontextforwhatpeopledo,forallthathappens. Ifyouwanttounderstandacompany'sculture,lookatwhatpeopledo.Ifpeopleareopen,forthrightandengaged,youknowthatisthenatureofthecompany'sculture.Incontrastifpeoplearedefensive,irresponsible,andpassive,youalsounderstandthecompany'sculture.

Infactbeforewehaveevenformallyjoinedacompanyweknowfromourexperiences（duringtheinterviewprocessandinotherways）thekindoforganizationwearejoining.Oncewehavejoineditdoesn'ttakemorethanafewdays—afewweeksatmost—forustoknowjustwhattodoandwhatnottodo,whattosayandwhatnottosay.Asmembersofthemostsocializedofallthespeciesonearth,wearemastersatfittingin.

B.TheCultureReflectstheLeadershipStyle

Peoplelooktotheirleadersforsignalsonhowtobehave.Forexample,althoughmostpeoplewanttobeopenandengaged,theywillonlybethiswayiftheythinktheirleaders,andtheculture,wantit.Inanyorganization80percentofthemembersareveryflexible.Ifthecultureasksforit,theseemployeeswillbeengaged,responsible,pleasant,andhighlyproductive.Conversely,iftheydon'tthinktheculturewantsthemtobeengaged,thesesamepeoplecanbeclosed,unengaged,irresponsible,unpleasant,andunproductive.Thesignals,onwhichwaytobehave,comelargelyfromthecompany’sculture,whichisestablishedbytheleadership.

C.LeadersGettheCulturesTheyAskfor

Itissimpletobuildanengagingculture.Ifleaderswantpeopletobeengaged,engagethem.Ifleaderswantpeopletobeinvolved,involvethem.Ifmanagerswantgoodcommunicationsandrelationships,theycommunicateandestablishgoodrelationships.Ifleaderswantpeopletobeefficientandproductive,theyhelpemployeesunderstandtheirfinancialandproductionenvironment,i.e.giveemployeesaccesstothenumbersinaformthatrelatestotheemployee’simmediatetasks.

D.AWell-developedCultureIsHighlyProfitable

Leaderscandirectlychangetheirworkplaceculturebychanginghowtheydowhattheydo.Everybodywillseethechange,likeit,andrespond.Asyoucreateaworkplacewherememberscanbettermeettheirdesiresaroundtheirtasks,high-performancewillfollow.ThatiswhywesayCultureistheRealBottomLine.

Corporatecultureisoneoftheimportantconceptionsinorganizationsinrecentyears.Everyorganizationhasitsownuniquecultureorvalueset.Havingaclearunderstandingofcorporatecultureanditsclassificationwouldhelpuscomprehendingtheorganizationineveryaspect.

3.Howtobuildacorporateculture?

Corporatecultureissoimportantthatmoreandmoreleadershavethoughtmuchofit.Recentlymostcompanycultureispoorlydeveloped.GallupprovidedaglimpseofthenationalpictureofcompanyculturesintheirpollofU.S.companiesreportedinUSAToday,5/20/2001:

26percentofemployeesareactivelyengagedintheirjobs.55percentofemployeeshavenoenthusiasmfortheirwork.19percentaresouninterestedornegativeabouttheirworkthattheypoisontheworkplacetothepointthatcompaniesmightbebetteroffiftheycalledinsick.Apparently74（55+19）percentofemployeesworkinpoorlydevelopedcompanycultures.Manyleadersarereactingtotoday’stougheconomicenvironmentwithmoredirectivesandtightercontrols.Thisbehaviorfromthetopcreatesaculturethatpulls,notforengagement,butforpassive,evenhostilebehavior.It'sironicthatleadership’sresponsetoatoughmarketplacewouldproducetheoppositetowhattheywant,whichisthateveryoneisengaged,creative,andcommitted.Theconstructionofcorporatecultureisalonganddifficultprocess.Themethodsasfollowscanhelptoestablishagoodcorporateculture.

Firstly,weshouldpayattentiontotheimportanceofthecorporateleaders.Theyarenotonlytheleadersofthecorporate,butalsothechampions,vindicatorsandthemanagersofthecorporateculture.Theirbehaviorsalsobecomethemodelsofthecorporation.Itlookslikeacountrywhichhasgoodleadersgoingbetterthanthosedonot.Andalltheexcellentcorporationsintheworldcanbetakenasexamples.

Itmustrecognizethatcorporatecultureisnotonlyrepresentativeoftheenterprise'sspirit,butalsoshouldbetheguidingprincipleandimplicationenterprisebusinessphilosophy.Thus,inadditiontocorporateimage,italsorepresentsthecompanyvalues,businessphilosophy,managementsystems,ideologicaleducation,codesofconduct,professionalethicsandculture.Moreaheadofenterprises,corporateculturecanbeextendedto"people-oriented"levelofeducatingpeople,suchasHaier,notonlyforthecareofpeople'smaterial,butalsotrainingemployeesbasedon"self-realization"cultureconcept,fromahighleveltoachievethe"people-oriented";therearealsoindividualcompaniestomakecorporatecultureandbusinesssystemrun-in,suchastheHisenseGroup,fortherearetwoimportantlinkbetweencorporategovernance:

its-ofcapital,andthesecondisaboutculture.Affirmingthattheyalsoshouldbenotedthateventheseenterprises,butalsofailedtodevelopavaluesystemtoadapttotheexternalenvironment,inbusinessandmanagementphilosophyguidingmanyways,theroleofcorporatecultureisnotenough,ispreciselyintheseareasconstitutetheconstructionofenterprisecultureinthecoreproblem.

Secondly,weshouldestablishthecorporatecultureof“peoplefirst”,includingemployeesandcustomers.Peoplecreatethecompany.Onlydoesthecompanydependsonpeople,respectpeople,mouldpeopleanddoforthepeople,itcanmoveforwardbetter.Nowadays,thecompetitionofthetalentsistherealcompetitionofthecompany.WecanseeitclearlyfromtheITindustry,suchasChinamobile,BaiDu,Nokia,andsoon.Besides,weshouldtake“customerfirst,service-oriented"asbusinessideas.Onlyinthiswaycanweattractmoreandmorecustomers.Andmoreandmorecompaniesstrengthenthedevelopmentofthisidea.Thisideaalsooutstandsespeciallyinthecateri