企业文化建设英文修订版.docx

1、企业文化建设英文修订版 IBMT standardization office【IBMT5AB-IBMT08-IBMT2C-ZZT18】企业文化建设英文修订版ReportIntroduction In any companies has its own culture. Some culture is strong, others culture is weak. No matter the culture is strong or weak that will impact on the development of enterprises. Therefore, enterprises s

2、hould also take effective measures to maintain the corporate culture. Wegman is a grocery store. He has a strong corporate culture, but also affect their employees follow the Wegmans culture.1.Strong and Weak Culture1.1Definition of Strong and Weak cultureAn organization must be composed of both a v

3、ariety of cultural. So we can divide these into strong and weak culture, according to different attributes of cultures. Strong Culture is the key values are strongly held and widely recognized cultural organizations by the public. Strong Culture will restrict a managers decision-making related to ch

4、oice of all management functions. It determines what people should do or not do anything. Organizations have strong cultures have a very clear recognition of the value. Strong cultural impact for the employees behavior, and reduce staff turnover have more direct contact. On the contrary, (Philip Kot

5、ler & Gary Armstrong , M 2010 ) Weak Culture is the key values that cannot be widely accepted and strongly insist cultural organizations. In a strong culture, the organizations core values are both strongly held and widely shared. The more members who accept the core value and the greater their comm

6、itment to those value is, the stronger culture is. Consistent 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.1.2The culture of WegmanCharacterize Wegmans

7、culture is a Strong Culture. Strong culture for the greater impact of employee behavior, and reduce staff turnover have a more direct relationship. A special result of a strong culture should be lower employee turnover. (Robbins, S.P. and Coulter, M, 2007) A strong culture demonstrates high agreemen

8、t among members about what the organization standers for. Such unanimity of purpose builds cohesiveness, loyalty and organization commitment. These qualities, in turn, lessen employees propensity to leave the organization. In general, grocery stores are not considered as a good place to work. Compar

9、ed with other professions, Low income is in this profession. The 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 illustrious career, many emp

10、loyees at Wegman view working for the company as their career. This is because there 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.1.3 How Wegmans cultural to influence staffW

11、egman want to let the culture which is dynamic, happy, mutual aid, loyalty can affect every employee, and will sustain this culture. Therefore, the Wegman has done a lot Ingrained managersWegmans culture is ingrained in the senior managers. More than half of these managers start working here since a

12、 teenager. Wegmans cultural impact on them is profound. They have been working at Wegman at least two decades; their feelings of Wegman are deep. Their understanding of the companys culture is also very thorough. Thus, these managers leadership employees, they will follow the Wegmans culture, which

13、can cultivate a loyal Wegmans employees. This enables the formation of cultural heritage Careful selection employeesWegmans is very carefully in selecting employees. Employees at Wegman are not selected based on the mental ability or experience, but in the interest of the candidates as a judgment st

14、andard. Wegman wish to hire employees a real interest in food, they can help the company maintain concerned on the delicious food. Such employees are in line with Wegmans own culture, they are also more likely to accept the companys other cultures. Cautious expansionBecause Wegmans carefully selects

15、 employees. So the growth is often slow and meticulous, with only two new stores opened each year. While this rate of expansion is slow but it can ensure that each store contains a strong culture of WegmanWhen a new store is opened, employees from existing stores are brought into the new store to ma

16、intain the culture. The exiting employees are then able to transmit their knowledge and the stores values to the new employees.2.Wegmans Culture2.1The primary source of Wegmans cultureThe organizations current customs, tradition, and the general way of doing things are largely due to what it in has

17、done before and degree of success it has had with those endeavors. This leads us to the ultimate source of an organizations 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 doing something

18、for future. They do not accept the previous practice or the shackles of ideology. (Li Sufang J 2009) A typical feature of the new organization is small size. This is further beneficial that the founder impositions of their own vision on all members. There are three ways to create a cultural. First:

19、founders hire and keep only employee who think and feel the same way they do. Second indoctrination and socialize employees to their way of thinking and feeling. Finally founders own behavior acts as a role model that encourage employees to identify with them and thereby internalize their beliefs, v

20、alues, and assumption. Wegmans flagship store located in New York, which is the brothers of John and Walter Wegman founded in 1930. Its special feature is a coffee shop that seated in the store can accommodate 300 people. Obviously, founders pay attention to the delicious foods highly. Therefore, th

21、ey hire people who are really interested in food. This helps to maintain the founders ideas focusing on the food, creating the original Wegmans culture. Wegmans development it seems to be successful today. Thus, the founders attention to the delicious food becomes seen as a primary determinant of th

22、at success. His successor is constantly strengthened and developed new cultures, such as increased employee benefits. At this point, the founders entire personality becomes embedded in the culture of the Wegman. 2.2Sustain own cultureOnce a culture is in place, there are practices within the organiz

23、ation that act to maintain it by giving employees a set of similar experiences. The selection process, performance evaluation critical, training and development activities, and promotion ensure that those hired fit in with the culture, reward those who support it. (Stephen P. Robbins & Timothy A. Ju

24、dge M 2008) In sustain Wegmans cultural process, mainly used two methods: Selection practices, the actions of top management. Selection practicesThe explicit goal of the selection process is identify and hire individuals who have the knowledge, skills, and abilities to perform the job within the job

25、 within the organization successfully. Wegman is a food store, he 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 insisted the W

26、egman culture, screening out those who are not interested in food, or threaten Wegmans culture. The actions of top managementThe actions of the top management also have a major impact on the organizations culture. Top management, through what they say and behavior to establish the role model, penetr

27、ating into the organization used to maintain the organizations culture. Wegmans first generation of managers to focus on employee interest in food, so whether intentional or not employees will pay attention to foods concerns. Walters son Robert served as President, he believed himself and the employ

28、ee has not different, Walters son as president, he and the staff do not consider themselves different, so he immediately increase the number of employees generous benefits, such as profit sharing and medical coverage completely paid for by the company. Now the Wegman president is Roberts son Danny.

29、He continued to carry forward the Wegmans traditional of concerning for its employees2.3Another ways to maintain companys cultureSocialization In addition to selection practices and acting of top management, maintained organization culture approach there are many types. Socialization is an effective

30、 method. No matter how good organization does in staff selection and recruitment, new employees cannot fully adapt to the organizational culture. Because they are not familiar with the organizations culture. (Stephen P. Robbins & Timothy Judge M 2008) New employees are likely to disturb the concepts

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

32、ore the new members to participate in Organization. During this phase, we can clearly see each individuals different values and expectations of the company. Encounter Stage: At this stage, new members can see the true character of the organization. New employees may face to disconnected problem 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 “in good standing” Metamorphosis Stage: To solve the problem during the collision may last a