连锁企业标准化管理中英文对照翻译材料

1、R al-mart: Chain sex management standardization managementCorrad M.Arensberg -From Modern EI The characteristics of chain operation mode, decide the company in business shall be adopted highly standardized and standardization of the management, thus in the organization structure has taken to focus o

2、n management as the decentralized management The characteristics of chain operation mode, decide the company in business shall be adopted highly standardized and standardization of the management, thus in the organization structure has taken to focus on management as the decentralized management, su

3、pplemented by management mode, this can make sure the whole company internal operating consistency, and culture, policy implementation of normative and efficiency, and guarantee the specific operation of flexibility and the timeliness of market reaction. Wal-mart headquarters to store execute "

4、monitoring" and "support" pay equal attention to, and that internal operation of unity of standard, but also emphasize top-down whole coordination effect, outstanding "has both clear professional functions, and the smooth line of cross-functional cooperation channels of communica

5、tion" features. In the internal management, use the company "constitution" wal-mart concept, in its guidance, and encourage the area, including store positive development, application of distinctive "best practice", and to encourage mutual sharing, widely. Not only business

6、so, wal-mart's human resource departments and function setting, and human resources management policy and the process also embodies the industry chain operation compliance and standardization of characteristics. The company specially compiled the perfect human resources management manual, and es

7、tablished a set of effective internal human resource auditing system. Concrete can be used "business experts center", "Shared service center" and "the front business partner" three concepts to generalize the wal-mart's human resource service model: 1,. Human resourc

8、es department headquarters: be responsible for making the company the strategy of human resources and strategy, both for the business department headquarters provide operational human resource service, it is the human resources department of business experts center. It globally provides professional

9、 support and policy direction at the same time, responsible for human resources business process design, so as to ensure that the business department for the company to provide professional effective human resource service. 2. The regional human resources department: responsible for "the front

10、business partner" and "Shared service center" dual role. First of all, it plays the role of a link communication bridge: on the one hand to the human resources department store on behalf of headquarters to related colleagues share of the company's hr strategy and development direc

11、tion; On the other hand in time to reflect on the front lines of the headquarters of the demand, so as to ensure the human resources department store business and the headquarters of the close link, with customer and business as the guidance provided the characteristics of prospective policy strateg

12、y. Second, in order to integration of resources, improve efficiency, the regional human resources department is also a "Shared service center", for the front line to provide direct, efficient colleagues human resources services and solutions. Internal ascension, comprehensive training For

13、new store opening-provide a powerful personnel safeguard Wal-mart is expanding, open new store as a daily occurrence. Every new store opening, the human resources is the planning and configuration. In the second quarter of the year, according to the company's strategic wal-mart will demand and b

14、usiness development plan to develop human resources five years plan; In the third quarter of the year, according to the performance of the year and the existing personnel's inventory conditions to develop specific and detailed the next annual manpower planning. The planning of the year is the im

15、portant basis of staff configuration, also is the expansion of business strategy decision-making basis. For in the company business development at the same time, ensure that all human resources professional operation stores and consistency, wal-mart store set up a concise efficient building shop hum

16、an resources group dedicated to The new human resources construction. . Management personnel, adhere to the internal training and ascend Wal-mart management of about 80% from the internal growing up. Wal-mart to encourage the staff localization, when a new city open new store, many working outside e

17、mployees will have a chance to return to the home to a new wal-mart stores; At the same time, for many has set up a the system existing stores accept training and accumulated rich experience colleague, will also have an opportunity to on voluntary basis and a promotion or transition to the new marke

18、t and new development of your career. As the number of global open a shop in wal-mart continues to grow, wal-mart employees get a promotion, transition of internal opportunities will be more and more. Internal staff is able to improve quickly qualified for higher management position, cannot leave th

19、e wal-mart perfect talent cultivation system. According to management personnel training basically has the following a few big project: 1, succession plan. The plan through the staff evaluation system, from the company culture, professional ability, leadership in all three aspects of the competence

20、of the management job personnel, objective and comprehensive evaluation, in order to find the potential of management personnel and the gap. His successor was divided into three categories: RN (Readiness Now), have the potential to significantly improve immediately; Rl (Readiness in 1 year), need a

21、year before the train can promote; R2 (Readiness in 2 years), need two years to improve training. With matching is of all kinds of personnel to tailor a development plan. And succession plan corresponding also has special middle management personnel in the "employee Development plan (PDP, Peopl

22、e Development Program)", mainly through each quarter and the competent department review staff and key management positions in the retention of situations and make analysis and the corresponding action plan. Succession plan does not stay on the surface of the work, but a series of accurate to d

23、ate, how to complete the successor training and development activities, read what books and meticulous work. 2. Leadership training course. According to the requirement of different levels, wal-mart design from three aspects the corresponding training course help improve general management ability,

24、for example: in the professional ability, according to director, vice President and general manager of "are designed respectively, the star of the series" growth course; in the leadership aspects, the design based leadership art, legendary service, Walton institute, senior leadership art c

25、ourses. When the employee of the company was promoted to the new post, the companies will according to the post capability requirements, for employees to provide the appropriate training. In order to help administrators in the leadership of all aspects of the ability to get promotion, the company ha

26、s developed a leadership project series courses, such as: speech skills, time management, team management within two to three hours of course, as a large leadership programmes on project to employees of different levels. Such course for actually with, and efficient characteristics and favored by sta

27、ff love, be you is called "the road to success". 3. "nova support programs (Rookie Program)". The plan for the new in a special the vice general manager of the staff to make out, the human resources department in the time of half an year within the training schedule and tracking

28、performance to ensure that these new senior managers in the office of the problem can get timely support and help, and ensure that their behavior and concept of enterprise culture with wal-mart requirement, in order to avoid a start for not suited to the new work environment or some misunderstanding

29、s and leaving. . Grassroots employees: multi-channel recruitment + comprehensive training New store opening, in addition to the management the rational allocation of employees, and need a lot of grassroots employees. The human resources department has its own resources, based on the wal-mart chain b

30、usiness industry characteristics and some conventional way, constantly develop more hiring channel to meet the needs of business development. For example, in wal-mart goods promotion propaganda for an advertising on fixed, market poster or site recruitment, and local communities in recruitment, esta

31、blish cooperation between alliance, especially with all kinds of mechanic and chain management professional ability, and the talent market or the third party talent agencies, the press/TV and other media advertising, car body banners electronic screen flyer page/message/posters and other advertising

32、, campus recruitment intern work-study, network recruitment, internal and recommend. Chain enterprise the greatest characteristic is standardization, in order to provide the same service, the new recruitment of grassroots employees before and after the mount guard duty must have related to training:

33、 1. "post function training". Wal-mart to different post requirement, for new employees and set up corresponding training system, from the basic position information, as the working process, and the basic position skills training for employees. During the training, the theory and the way o

34、f the combination of the actual operation, through the old staff "coach" one-to-one verbal instrution, helping new employees in practice haster the basic skills. 2. Enterprise training plan. Is the job training and enterprise culture training is concerned, wal-mart and not get bogged down

35、in the general of the vigilant righteousness lectures, but all around the country stores carried out the "30 a 60 a 90" plan. The new staff employed by wal-mart in accept a day or two after orientation, will also be at the 30 day respectively, 60 and 90 days and the management of the human

36、 resources department or the person in charge of the together, further familiar with wal-mart's enterprise wen Change and the rules. So that we can understand the new employees to enterprise culture exist between the fitness and spent, and can help its faster and integrated into wal-mart to team

37、. 3. Cross training. At wal-mart, also attach great importance to employee's cross training. A department employee can to other department study and practice, this let employees more thoroughly understand the place of the retail environment and other concerned with the skills and knowledge, so t

38、hat everyone can perfect, employees quickly at any time to answer the consultation of customer, make the relaxed and happy shopping spent time; And in the sales season, at any time can be transferred to other job employee to the front desk cashier, so as to let the customer fast closings, save time

39、shopping. 4. Fresh college training. Wal-mart was unique of fresh college, in view of the fresh mechanic, specially developed the professional skill training, bread cooked professional skill training courses, to enhance the product production operation skills a mechanic, ensure the quality of fresh

40、food. Rough cover all the training of the global table parts, including the fresh food hygiene, fresh food standard, suppliers, vendors, new products development, fresh, and malls of procurement, operating the two front line department inside of other relevant fresh food. The world retail giant wal-

41、mart in the chain operation has been a huge success, become retail industry and other industries learning model. By February 2008, wal-mart in wal-mart in February 2007 to successfully completed the trust-mart chain supermarket staged acquisition project, wal-mart in 15 countries worldwide opened mo

42、re than 8000 stores, under the 53 brand, employees more than 210 people, every week to wal-mart customers 200 million passengers. Enterprise culture of perfect transplant-ensure that the company's direction not off track Wal-mart founder Sam Walton once said: "at wal-mart, any a colleague c

43、an affect the company's future. I worry about how to keep our culture should be, we stick to our belief. The company's future on our co-workers. If we can to in the market are service colleagues instill this faith, we will ensure that the direction of the company won't off track." I

44、ndeed, the enterprise culture is the enterprise staff part of ideology, it is deciding the staff's working attitude, performance and work rate. The success of the enterprise culture to copy and distribute, to its healthy and rapid development played a crucial role. Simply speaking, the enterpris

45、e culture of wal-mart the core is Sam Walton summarizes the three basic beliefs-" respect individual, customer service, the pursuit of excellence "and the principle of good faith, they are the foundation of the healthy development of the company. Enterprise culture is invisible, the staff

46、is the bearer of the enterprise culture subject, did not have the staff, does not matter to the existence of the enterprise culture and communication. How wal-mart in a strange city and new stores and new employees throughout the enterprise culture in the original? 1. The source control. Wal-mart in

47、 selecting new employees, will examine the values of the applicant must accord with the requirement of the enterprise culture, pay attention to whether or not they approved the company culture, can you adapt yourself to the company culture environment. This is from the source had guaranteed in wal-m

48、art internal form a unified enterprise culture of possibilities. 2. The system guarantee. Wal-mart's internal procedures and discipline itself is the embodiment of the enterprise culture, regulate the employee behavior, require employees behavior comply with the company culture. For example, wal

49、-mart's "employee handbook) in regulation, in violation of the principle of good faith who will be no holds barred resign. In addition, the company pays attention to the cultural atmosphere, helped each other between the evaluation and supervision of employees. 3. The model function of mana

50、gement. At wal-mart, the company think spread of enterprise culture is one of the important channels the model function of management. In order to enhance the management of the model function and influence, the manager and employee share information often, to discuss work, let employees directly fro

51、m the side of the coach there to study to the company culture, realized the importance of corporate culture. Wal-mart says management for "coach", besides them to do good business experts outside, still need to pass their own learning and thinking, become a "cultural ambassador"

52、and "public servant leadership". Management in daily work sets an example, keep good communication with the staff, the initiative to staff communication company culture, strengthen the company's values and mission, finally can effectively influence side staff. 4. Training course. Compa

53、ny has a professional training team, to develop a series of training course and tools to help employees know the enterprise culture. At present, the company has the orientation course, culture course, basic leadership art courses, the road to growth series course, legendary service course, senior le

54、adership art courses, Walton college and dale Carnegie course and various professional training school, these training are all more or less related to the spread of the enterprise culture. 5. Daily promotion activity. Within each store, wal-mart publicity company through various forms of 26 "cu

55、ltural theme". For example each store has a "cultural ambassador", usually to any enterprise culture propaganda each store will also has "culture wall" And with each new a store, the company will through the system of training cultural propaganda. It is through a series of m

56、eans of enterprise culture that wal-mart perfect transplant to new open each chain store, guarantee the wal-mart in the world of each place for customers with the same outstanding service, and to ensure the long-term development of the company in the right direction. 沃尔玛:连锁性经营标准化管理Corrad M.Arensberg

57、出自美国工程索引（EI）连锁经营模式的特点，决定了公司在业务上须实行高度规范化和标准化的管理，因而在组织结构上也采取了以集中管理为主、分散管理为辅的管理模式，这既能保证整个公司内部操作的一致性，以及文化、政策执行的规范性和高效性，又能保证具体业务操作的灵活性和对市场反应的及时性。沃尔玛总部对门店实行“监控”和“支持”并重，在强调内部运作标准统一性的同时，也强调自上而下的整体协同效应，突出“既有清晰的专业职能线，又有顺畅的跨部门合作沟通渠道”的特点。在公司内部治理上，沃尔玛采用公司“宪法”的概念，在其指导下，鼓励各分区、各门店积极开发、应用各具特色的“最佳实践”，并鼓励相互分享、广泛推广。不仅业

58、务上如此，沃尔玛的人力资源管理部门和职能设置以及人力资源管理的政策和流程等方面也同样体现了连锁经营行业合规性和标准化的特点。公司特地编制了完善的人力资源管理手册，并建立了一套有效的内部人力资源稽核体系。具体可以用“业务专家中心”、“共享服务中心”和“前线业务伙伴”三个概念来概括沃尔玛的人力资源服务模型：1，.总部人力资源部:负责制定公司的人力资源战略和策略，既为总部业务部门提供操作性的人力资源服务，又是整个公司人力资源部的业务专家中心。它在全球范围内提供专业性的支持和政策方向指引的同时，还负责人力资源业务流程的设计等，以确保为公司业务部门提供专业有效的人力资源服务。2.区域人力资源部:承担着“

59、前线业务伙伴”和“共享服务中心”的双重角色。首先，它起着承上启下沟通桥梁的作用:一方面代表总部人力资源部向商场相关同事分享公司的人力资源战略和发展方向;另一方面及时向总部反映前线的需求，从而保证总部人力资源部与门店业务的紧密衔接，具有以顾客和业务为导向提供前瞻性方针策略的特点。其次，为了整合资源、提高效率，区域人力资源部也是“共享服务中心”，为前线同事提供直接、高效的人力资源服务及解决方案。内部提升，全面培训为新店开业提供有力的人员保障沃尔玛在不断扩张，开新店如同家常便饭。每一个新店的开张，首当其冲的就是人力资源的规划与配置。在每年的第二季度，沃尔玛会根据公司的战略需求和业务发展计划制定人力资

60、源的5年规划;在每年的第三季度，结合公司当年的业绩表现和对现有人员的盘点情况制定具体而详细的下一年度人力规划。这一规划将是来年人员配置的重要依据，也是业务扩展战略的决策基础。为了在公司业务高速发展的同时，保证所有门店人力资源操作的专业性和一致性，沃尔玛设置了精简高效的新店建店人力资源小组，专门负责新店的人力资源建设。.管理人才:坚持内部培训和提升沃尔玛商场的管理层约有80%都是从内部成长起来的。沃尔玛鼓励员工本地化，当一个新城市开新店时，许多在外打工的员工就有机会回到在家乡新开的沃尔玛门店;同时，对于很多已在现有门店接受了系统培训并积累了丰富经验的同事，也将有机会在自愿的基础上升职或转职到新的商场从而获得职业生涯的新发展。随着沃尔玛在全球开店数目的不断增长，员工获得沃尔玛内部升职、转职的