企业文化建设英文

1、ReportIntroductionIn 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, enterprisesWegman is a grocery store.should also take effective measures to maintain the corp

2、orate culture.He has a strong corporate culture, but also affect their employees follow the Wegman's culture.1.Strong and Weak Culture1.1Definition of Strong and Weak cultureAn organization must be composed of both a variety of cultural. So we can divide these intostrong and weak culture, accord

3、ing to different attributes of cultures.Strong Culture is the keyvalues are strongly held and widely recognized cultural organizations by the public.Strong1.2Culture will restrict a manager's decision-making related to choice of all management functions.It determines what people shoulddo or not

4、do anything. Organizations have strong cultureshave a very clear recognition of the value. Strong cultural impact for the employee's behavior,and reduce staff turnover have more direct contact. On the contrary, (Philip KotlerArmstrong , M 2010 ) Weak Cultureis the key values that cannot be widel

5、y accepted andstrongly insist cultural organizations.In a strong culture, the organization's core values are both strongly held and widely shared.The more members who accept the core value and the greater their commitment to those valueis, the stronger culture is. Consistent with this definition

6、, a strong culture will haveinfluence on the behavior of its employees because the high degree of sharing and intensitycreates atmosphere of high behavior control.The culture of Wegman& Garya great. Strong culture for the greater impact ofCharacterize Wegman's culture is a Strong CultureA sp

7、ecial resultemployee behavior, and reduce staff turnover have a more direct relationship.of a strong culture should be lower employee turnover. (Robbins, . and Coulter, M, 2007) Astrong culture demonstrates high agreement among members about what the organizationstanders for. Such unanimity of purpo

8、se buildscohesiveness, loyalty and organization'propensity to leave the mitment. These qualities, in turn, lessen employeesIn general, grocery stores are not considered as a good place to work. Compared withother professions, Low income is in this profession.The result is an indu

9、stry that sees highannual turnover rate. Employees at Wegman, however, view working for a grocer a bitdifferently. Instead of viewing their job as a temporary setback on the way to a more illustriouscareer, many employees at Wegman view working for the company as their career. This isbecause there i

10、s a strong culture of Wegman; it can cultivate working interest of employees sothat employees take pride at work. Employees and the company formed a consistent identity.1.3 How Wegma'n s cultural to influence staffWegman want to let the culture which is dynamic, happy, mutual aid, loyalty can af

11、fect everyemployee, and will sustain this culture. Therefore, the Wegman has done a lotIngrained managersWegman's culture is ingrained in the senior managers. More than half of these managersstart working here since a teenager. Wegman's cultural impact on them is profound. Theyhave been work

12、ing at Wegman at least two decades; their feelings of Wegman are deep.Their understanding of the company's culture is also very thorough. Thus, these managersleadership employees, they will follow the Wegman's culture, which can cultivate a loyalWegman's employees. This enables the forma

13、tion of cultural heritageCareful selection employeesWegma'n s is very carefully in selecting employees. Employees at Wegman are notselected based on the mental ability or experience, but in the interest of the candidates asa judgment standard. Wegman wish to hire employees a realinterest in food

14、, they canhelp the company maintain concerned on the delicious food.Such employees are in linewith Wegman's own culture, they are also more likelytoaccept the company's othercultures.Cautious expansionthe growth is often slow andBecause Wegma'n s carefully selects employees. Soyear. Whil

15、e this rate of expansion ismeticulous, with only two new stores opened eachslow but it can ensure that each store contains a strong culture of WegmanWhen a newstore is opened, employees from existing stores are brought into the new store to maintainthe culture. The exiting employees are then able to

16、 transmit their knowledge and thestore 's values to the new employees.2.Wegman's Culture2.1The primary source of Wegman's cultureThe organization's current customs, tradition, and the general way of doing things are largelydue to what it in has done before and degree of success it ha

17、s had with those endeavors. Thisleads us to the ultimate source of an organization 's culture: its founderFounders of the organization traditionally have a major impact on the early culture. Theyhave a vision of what the organization should be doing something for future. They do notaccept the pr

18、evious practice or the shackles of ideology. (Li Sufang J 2009) A typical featureof the new organization is small size.This is further beneficial that the founder impositions oftheir own vision on all members. There are three ways to create a cultural.First : founders hire and keep only employee who

19、 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 toidentify2.2with them and thereby internalize their beliefs, values, and assumption.Wegman's f

20、lagship store located in New York, whichis the brothers of John and WalterWegman founded in 1930. Its special feature is a coffee shop that seated in the store canaccommodate 300 people. Obviously, founders pay attention to the delicious foods highly.Therefore, they hire people who are really intere

21、sted in food. This helps to maintain thefounders 'ideas focusing on the food, creating the original Wegman's culture. Wegman'sdevelopment it seems to be successful today. Thus, the founders'attention to the delicious foodbecomes seen as a primary determinant of that success. His succ

22、essor is constantlystrengthened and developed new cultures, such as increased employee benefits. At this point,the founders 'entire personality becomes embedded in the culture of the Wegman.Sustain own cultureOnce a culture is in p lace, there are p ractices withi n the orga ni zati on that act

23、to maintain it bygiv ing emplo yees a set of similar exp erie nces. The selecti on p rocess, p erforma nee evaluati oncritical, tra ining and devel opment activities, and pro moti on en sure that those hired fit in with theculture, reward those who support it. (Stephen P. Robbins & Timothy A. Ju

24、dge M 2008) Insusta in Wegma n 'cultural p rocess, mainly used two methods:Selecti on p ractices, the acti onsof top man ageme nt.Selecti on p racticesThe exp licit goal of the selecti on p rocess is ide ntify and hire in dividuals who have thekno wledge,skills, and abilities to p erform the job

25、 with in the job withi n the orga ni zati onsuccessfully. Wegma n is a food store, he hired staff, of course, is in terested in food as acondition of selection. This selection criteria and Wegman's culture to maintain have asig nifica nt relati onship. In this way, the company in the selecti on

26、staff p rocess in sisted theWegman culture, screeningout those who are not interestedin food,or threatenWegma n's culture.The acti ons of top man ageme ntThe acti ons of the top man ageme nt also have a major imp act on the orga ni zati on'culture.Top management,through what they say and beh

27、avior to establishtherole model,Wegma n'spen etrati ng in to the orga ni zati on used to mai ntain the orga ni zati on's culture.first gen erati on of man agers to focus on emplo yee in terest in food, so whether inten ti onal or not employees will pay attention to food ' concerns. Walte

28、r's son Robert served asP reside nt, he believed himself and the emplo yeehas not differe nt, Walter's son aspr eside nt,he and the staff do not con sider themselvesdiffere nt, so he immediately in crease the n umber of emplo yees gen erous ben efits, such as p rofit shari ng and medical cov

29、erage compl etely p aid for by the company. Now the Wegma n pr eside nt is Robert's sonDanny. He continued to carry forward the Wegman's traditionalof concerningfor itsSocializati onemplo yees2.3 Another ways to maintain company's cultureIn addition to selection practices and acting of t

30、op management,maintainedorganizationculture app roach there are many types.Socializati on is an effective method.No matter howgood orga ni zati on does in staff selecti on and recruitme nt.new empio yees cannot fully ada pt tothe organizationalculture. Because they are not familiar with the organiza

31、tion'sculture.(Stephen P. Robbins & Timothy Judge M 2008) New employees are likely to disturb theconcepts and habits that are in p laced in orga ni zati on. Orga ni zati onswill, therefore, n eed tohelp new employees adapt to the organization'sculture. Theadaptationprocessis calledsocial

32、izati onSocializati oncan be divided in to three stages. P rearrivalStage : Including all learningactivities occurred before the new members to p artic ip ate in Orga ni zati on. Duri ng this p hase,we can clearly see each in dividual'sdiffere nt values and exp ectati onsof the company.En cou nt

33、er Stage: At this stage, new members can see the true character of the orga ni zati on.New emplo yees may face to disc onn ected p roblem betwee n personal exp ectati ons and reality.The p eriod is a crucial stage of the p rocess socializati on.It is when the organization seeks to moldthe outsiders

34、into an employeein good standingMetamorphosis Stage: To solve the problem duringthe collision may last a relatively long p eriod of time. The new emplo yee masters the skills required for thejob that successfully p erforms the new roles, and makes the adjustments to the work group'values andnorm

35、s.For exa mp le, at Limited Brands , Newly appoin ted vice p reside ntand regi onaldirectorthrough One month tra ining pr ogram, it calledon board ing ”Purp ose is to allow these seniorexecutives integrate into the company's culture. During the month they have to no directrespon sibilities for t

36、asks associated with their new p ositi ons. In stead, they spend all their worktime meeti ng with other senior leader and men tors work ing the floors of retail stores, evaluat ingemployee and customer habits, investigating the competition,and studying Limited Brands 'p ast and curre nt op erati

37、 ons.Stories3. Learn Culture in Wegman3.1 How to lear n Wegma n's culturesEach company will circulated a number of small stories in companies. They are usually thefollow ing asp ects: foun der exp erie nee, cutt ing workers, in crease labor welfare. The purpose ofpromotedthe story is to provide

38、explanationand support for the organization'spolicy. InWegman, managers often tell employees to Wegman's founders set up in the store coffee shop,that unique approach to food concern make Wegman stands out in many grocery stores.Wegman use a part-time in the company's 19-year-old college

39、 students Sara as anexample. He always remembers John Wegman for her help to display shop full of praise.I lovethis place ”she says. “If teaching does not work, I would do a full-time atWegman” Wegman 'swith specific story shows that working in the Wegman is a matter of pride for the employees.T

40、his method is an important reason for the success of Wegman's culture. Reflects, amongemployees and Wegman, have a strong cohesion. Frequently described such stories, it providea good explanation and channel to understand the Wegman's culture for Wegman's employees,especially new employe

41、es.3.2 Another ways t to learn companys cultureExcept telling stories, Wegman also can transfer their corporate culture to subordinates inmany ways. Other effective methods like establishment of a fixed ritual, Creation of materialsymbol, and using the internal language.Establishment of a fixed ritu

42、alRituals are repetitive sequences of activities that express and reinforce the key values ofthe organization what goals are most important, which people are important, and whichpeople are expendable. Wegman can create their service standards into theslogan,requiring employees to read out loud every

43、 morning, as an incentive way to the employeesto follow corporate culture. Morning, we began to work, reading the slogan can increaseemployees' motivation. for work, can also remind staff to allow employeesmorememorizing Wegman's culture Through this ceremony, members of the Wegman's clo

44、selylinked, and to strengthen the Wegman's culture, among the staff.Creation of material symbolThe layout of corporate headquarters, the type of automobiles top executives are given,and the presence or absences of corporate aircraft are a few exemplas of material symbol.Wegman can set their own

45、material symbol, such as the size of the office at different levels,various positions of office furniture grade, the additional allowances and clothing to seniormanager. These materials convey to staff such a symbol of information thatwho isimportant, the degree of what equality by executives expect

46、s, and what behavior is appropriate. As Wegman's culture believes that managers and ordinary employees is not much difference, they are very concerned about the employees and many generousbenefits to employees.So the material symbol may not be obvious in Wegman.Using the internal languageOrganiz

47、ations, over time, tend to develop some specific terms, the internal language, to describe with equipment, office, key personnel, suppliers, customers, which related to their business. Wegman and departments within the Wegman should create some internal language, and use these languages as a way to

48、identify members of Wegman culture or subculture. In general, Wegman's employees just entered would be confused by thesephrases and jargon, but about six months later, these elements will be turned into part oftheir language. Once employeeswho masteredthis internallanguage, it formedemployees of

49、 the common featureswith Wegma'n sculture. Thisalso conducive to theprotection Wegman 's culture3.3 The most effective way to learnI think the most effective method is tostructures andprovide alearning platform foremployees. Learning platform refersto that everyone participated equal, intera

50、ctivecommunication, and exchange and sharing of learning spaces, learning opportunities andlearning tools.The main forms are: network learning, books databases, training, conferences, and studyroom. The company has a bright andspacious library staff can support all kinds of learningmaterials and a g

51、ood learning place; maturing of the internal and external training wouldprovide employees with the opportunity to update professional knowledge;modern networkedoffice conditions can offer employees with more learning opportunities.This able to create alearning environment that can advocate the idea

52、of at work to learn, the learning to work, tocreate a good learning environment and opportunities for the staff. So that learning will becomea culture.4. The Importance of Culturep lay a role in ada ptati on, forthe emplo yees to create a good en vir onment and atmos phere.In order to develop, enter

53、prises must seek more scientific, more systematic and completeman ageme nt system. Culturepr ovidesthen ecessaryorga ni zati onalstructure andmanagementmechanisms.Contemporarycompanies to maintain steady and continuousdevel opment must be devel op its own uni que corpo rate culture. Buildi ng of ent

54、erp rise culturehas an imp orta nt role for en ter prise devel opment strategies, i mp rove enterp rise man ageme nt.4.1 P romote to imp rove the core comp etitive nessCorpo rate cultures p romote to impr ove the core comp etitive ness of enterp rises. In the widelyshared values un der the guida nee

55、 of bus in ess pr actices, emplo yees will have a sense ofbelonging,mission, and identify with corporate image. (Guo Songyang J 2006) Corporateculture is the in ter nal dyn amics of enterp rise devel opment. This is mainly embodied in the threefun cti onsCohesionfunction . It can put people together

56、 tightly; make their purpose clear andcohere nt. As long as the fun dame ntal goal choos ing the right company, we can make thecorpo rate p rofits of most of the workers unify and form a stro ng cohesive ness.Orientedfunctions . Corporate values and entrepreneurialspirit can put forwardlong-term sig

57、nificanee for the company development strategy. Corporate culture is thefun dame ntal basis for the devel opment of comp etitive strategies and p olicies in the marketcomp etiti on.Motivate fun cti on. Motivati on is a kind of sp iritual po wer and status, which mobilize andstimulate en thusiasm, in itiative and creat