企业文化建设英文.docx

1、企业文化建设英文企业文化建设 （英文 ）IntroductionIn any companies has its own culture. Some culture is strong, others culture is weak. No matter the culture is strong or weak that will impac t on the development of enterprises. Therefore, enterprises should also tak e effective measures to maintain the corporate cul

2、ture. Wegman is a groce ry store. He has a strong corporate culture, but also affect their employee s follow the Wegmans culture.Strong and Weak CultureDefinition of Strong and Weak cultureAn organization must be composed of both a variety of cultural. So we can divide these into strong and weak cul

3、ture, according to different a ttributes of cultures. Strong Culture is the key values are strongly held an d widely recognized cultural organizations by the public. Strong Culture w ill restrict a managers decision-making related to choice of all manageme nt functions. It determines what people sho

4、uld do or not do anything. Or ganizations have strong cultures have a very clear recognition of the valu e. Strong cultural impact for the employees behavior, and reduce staff tur nover have more direct contact. On the contrary, (Philip Kotler & Gary A rmstrong , M 2010 ) Weak Culture is the key val

5、ues that cannot be wi dely accepted and strongly insist cultural organizations.In a strong culture, the organizations core values are both strongly h eld and widely shared. The more members who accept the core value and the greater their commitment to those value is, the stronger culture is. C onsis

6、tent with this definition, a strong culture will have a great influence on the behavior of its employees because the high degree of sharing and intensity creates atmosphere of high behavior control.The culture of WegmanCharacterize Wegmans culture is a Strong Culture. Strong culture for the greater

7、impact of employee behavior, and reduce staff turnover have a more direct relationship. A special result of a strong culture should be l ower employee turnover. (Robbins, S.P. and Coulter, M, 2007) A strong culture demonstrates high agreement among members about what the orga nization standers for.

8、Such unanimity of purpose builds cohesiveness, loyal ty and organization commitment. These qualities, in turn, lessen employee s propensity to leave the organization.In general, grocery stores are not considered as a good place to wor k. Compared with other professions, Low income is in this profess

9、ion. Th e result is an industry that sees high annual turnover rate. Employees at Wegman, however, view working for a grocer a bit differently. Instead of viewing their job as a temporary setback on the way to a more illustrio us career, many employees at Wegman view working for the company as their

10、 career. This is becausethere is a strong culture of Wegman; it can cultivate working interest of employees so that employees take pride at work. Employees and the company formed a consistent identity.How Wegman s cultural to influence staffWegman want to let the culture which is dynamic, happy, mut

11、ual ai d, loyalty can affect every employee, and will sustain this culture. Theref ore, the Wegman has done a lotIngrained managersWegmans culture is ingrained in the senior managers. More than half of these managers start working here since a teenager. Wegmans cultural impact on them is profound. T

12、hey have been working at Wegman at lea st two decades; their feelings of Wegman are deep. Their understanding o f the companys culture is also very thorough. Thus, these managers leade rship employees, they will follow the Wegmans culture, which can cultiva te a loyal Wegmans employees. This enables

13、 the formation of cultural he ritageCareful selection employeesWegmans is very carefully in selecting employees. Employees at We gman are not selected based on the mental ability or experience, but in t he interest of the candidates as a judgment standard. Wegman wish to hir e employees a real inter

14、est in food, they can help the company maintain concerned on the delicious food. Such employees are in line with Wegma ns own culture, they are also more likely to accept the companys other cultures.Cautious expansionBecause Wegmans carefully selects employees. So the growth is oft en slow and metic

15、ulous, with only two new stores opened each year. Whi le this rate of expansion is slow but it can ensure that each store contain s a strong culture of WegmanWhen a new store is opened, employees fro m existing stores are brought into the new store to maintain the culture. The exiting employees are

16、then able to transmit their knowledge and the store s values to the new employees.Wegmans CultureThe primary source of Wegmans cultureThe organizations current customs, tradition, and the general way of doing things are largely due to what it in has done before and degree of success it has had with

17、those endeavors. This leads us to the ultimate s ource of an organization s culture: its founder.Founders of the organization traditionally have a major impact on the early culture. They have a vision of what the organization should be doi ng something for future. They do not accept the previous pra

18、ctice or the shackles of ideology. (Li Sufang J 2009) A typical feature of the new o rganization is small size. This is further beneficial that the founder imposi tions of their own vision on all members. There are three ways to create a cultural.First: founders hire and keep only employee who think

19、 and feel the same way they do.Second indoctrination and socialize employees to their way of thinkin g and feeling.Finally founders own behavior acts as a role model that encourage employees to identify with them and thereby internalize their beliefs, valu es, and assumption.Wegmans flagship store l

20、ocated in New York, which is the brothers of John and Walter Wegman founded in 1930. Its special feature is a cof fee shop that seated in the store can accommodate 300 people. Obviously, founders pay attention to the delicious foods highly. Therefore, they hire people who are really interested in fo

21、od. This helps to maintain the foun ders ideas focusing on the food, creating the original Wegmans culture. Wegmans development it seems to be successful today. Thus, the founder s attention to the delicious food becomes seen as a primary determinant of that success. His successor is constantly stre

22、ngthened and developed ne w cultures, such as increased employee benefits. At this point, the founde rs entire personality becomes embedded in the culture of the Wegman.Sustain own cultureOnce a culture is in place, there are practices within the organization that act to maintain it by giving employ

23、ees a set of similar experiences. The selection process, performance evaluation critical, training and develo pment activities, and promotion ensure that those hired fit in with the cul ture, reward those who support it. (Stephen P. Robbins & Timothy A. Jud ge M 2008) In sustain Wegmans cultural pro

24、cess, mainly used two me thods: Selection practices, the actions of top management.Selection practicesThe explicit goal of the selection process is identify and hire individ uals who have the knowledge, skills, and abilities to perform the job with in the job within the organization successfully. We

25、gman is a food store, h e hired staff, of course, is interested in food as a condition of selection. This selection criteria and Wegmans culture to maintain have a significant relationship. In this way, the company in the selection staff process insis ted the Wegman culture, screening out those who

26、are not interested in fo od, or threaten Wegmans culture.The actions of top managementAnother ways to maintain companys culture SocializationIn addition to selection practices and acting of top management, main tained organization culture approach there are many types. Socialization is an effective

27、method. No matter how good organization does in staff sele ction and recruitment, new employees cannot fully adapt to the organizati onal culture. Because they are not familiar with the organizations culture. (Stephen P. Robbins & Timothy Judge M 2008) New employees are li kely to disturb the concep

28、ts and habits that are in placed in organization. Organizations will, therefore, need to help new employees adapt to the o rganizations culture. The adaptation process is called socializationSocialization can be divided into three stages. Prearrival Stage: Includ ing all learning activities occurred

29、 before the new members to participate in Organization. During this phase, we can clearly see each individuals di fferent values and expectations of the company. Encounter Stage: At this stage, new members can see the true character of the organization. New e mployees may face to disconnected proble

30、m between personal expectations and reality. The period is a crucial stage of the process socialization. It is when the organization seeks to mold the outsiders into an employee “ i n good standing” Metamorphosis Stage: To solve the problem during the collision may last a relatively long period of t

31、ime. The new employee ma sters the skills required for the job that successfully performs the new rol es, and makes the adjustments to the work group s values and norms.For example, at Limited Brands, Newly appointed vice president and regional director through One month training program, it called

32、“onboardi ng”. Purpose is to allow these senior executives integrate into the compa nys culture. During the month they have to no direct responsibilities for t asks associated with their new positions. Instead, they spend all their wor k time meeting with other senior leader and mentors working the floors o f retail stores, evaluating employee and customer habits, investigating the competition, and studying Limited Brands past and current operations.Learn Culture in WegmanHow to learn Wegmans cultures StoriesWegman use a part-time in the companys 19-year-old colle