创建公司执行文化(英文)PPT

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试谈创建公司执行文化英文版)

• My individual work goals are translated into daily tasks and/or performance standards
15% 49% 25% 32%
xQ: Teams in Typical Organizations
• My organization’s most important goals are translated
express differences of opinion freely
56%
• We hold each other accountable for doing what we commit to do
46%
xQ: Typical Organizations
• My organization has decided what its most important goals are
energies and skills, because that challenge is one that we are willing to accept,
one we are unwilling to postpone, and one which we intend to win…I realize that this is, in some measure, an act of faith and vision, for we do not know what benefits await us. But if I were to say, my fellow
is talking about. He doesn’t know himself what the most important things are. You’ve got

企业文化创建(英语版)

concentration social function of
product
institutional relations: competitive niche
Unitary, Integration Differentiation, pluralist, diversity, groups with own subcultures Fragmentation, so ad hoc with anomalies, inconsistencies that
Theory Z 90s Lean and core Learning organisation Network organisation
Chris Jarvis
6
OB
Hard and Soft in a Wet-Cold Climate
Soft systems Values Interactions Commitments Motivations Loyalties Perceptions Leadership & teams Communications
Chris Jarvis
3
OB
What then is a corporate culture?
the way we do things around here a dominant & coherent set of beliefs, deep-set, prevailing
values and assumptions manifested in organisational activity learned and accepted prescriptions for how people should

试谈创建公司执行文化(英文版)ppt(共38页)

JFK T RICE UNIVERSITY
“We choose to go to the moon. We choose to go to the moon in this decade and
do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our
is talking about. He doesn’t know himself what the most important things are. You’ve got
to have these few, clearly realistic goals and priorities…
Larry Bossidy & Ram Charan, Execution: The Discipline of Getting Things Done, New York: Crown Business, 2002
WILDLY IMPORTANT
important adj. 1: meaning a great deal; having
significance, value
wildly important adj. 1: of visionary and
strategic import; carrying serious economic consequence; potential for unbelievable satisfaction of key stakeholders; causing intense excitement and enthusiasm

创建公司执行文化(英文)PPT

• Win as a team.
Where it began…
MANAGERS WORK HARD BUT FAIL TO PROVIDE FOCUS AND DIRECTION
My manager . . .
Ranking
Is a hard worker
1
Prioritizes work so our time is spent on the most
Focus
Clarity 1. Do people know what to do? Commitment 2. Do they want to do it? Translation 3. Do they know how to do it? Discipline 4. Do they sustain the course?
Synergy 49
2
Enabling 32 Collaboration 49 Trust 59 Accountability 57
xQ Results: Individuals in Typical Organizations
• I clearly understand my organization’s most important goals
52% 43% 33% 21%
Four Disciplines of Execution
• Focus on the “wildly important” not the merely important.
• Build measures that motivate.
• Translate 30,000 foot goals into new front line behaviors.

创建公司执行文化(英文)PPT

• My individual work goals are translated into daily tasks and/or performance standards
15% 49% 25% 32%
xQ: Teams in Typical Organizations
• My organization’s most important goals are translated
we must be bold.”
- President John F. Kennedy
“Up is not an easy direction.”
The Challenge: Ability to Execute
“Leadership without the discipline of execution is incomplete and ineffective. Without the ability to execute, all other attributes of leadership become hollow” — Larry Bossidy Chairman, Honeywell International
• My organization has clearly communicated its most important goals
• People get recognized and rewarded for doing things that support key goals
• My organization consistently achieves its most important goals
is talking about. He doesn’t know himself what the most important things are. You’ve got

企业文化建设英文版

企业文化建设英文版1. IntroductionCorporate culture is a crucial aspect that defines the identity and success of an organization. It encapsulates the values, beliefs, and practices of an enterprise thatultimately shape its behavior, performance, and reputation. A strong corporate culture contributes to employee engagement, satisfaction, and retention while fostering a positiveworking environment. This article will explore the importance of corporate culture, key elements, and strategies to build and sustain it for long-term growth and success.2. Importance of Corporate CultureThe significance of corporate culture lies in its ability to differentiate an enterprise from its competitors. It isthe unique set of values and beliefs that driveorganizational behavior, decision-making, and actions. A positive corporate culture can enhance employee collaboration, loyalty, and productivity while promoting a positiveperception among customers, stakeholders, and investors.Moreover, corporate culture plays a pivotal role in attracting and retaining quality talent. A company with apositive work environment and supportive culture is likely to attract top performers who prefer an organization that aligns with their values and goals. Additionally, a robust corporate culture resonates with customers and enhances brand reputation, inviting more business opportunities and growth.3. Key Elements of Corporate CultureEffective corporate culture is built on a foundation of key elements that embody the values, vision, and mission of an organization. These elements include:3.1. LeadershipLeadership is critical to establishing the tone and direction of corporate culture. Leaders should lead by example, communicate vision, and reinforce values through their actions and behavior.3.2. ValuesCorporate culture is built on a set of shared values that reflect the core beliefs and principles of an organization. These values drive behavior, actions, and decisions and are essential in creating a positive work environment.3.3. CommunicationEffective communication is crucial to maintain transparency, clarity, and teamwork within an organization.It fosters a collaborative atmosphere and promotes a sense of ownership and involvement among employees.3.4. Recognition and RewardsRecognizing and rewarding employees for their accomplishments and contributions reinforces positive behavior and motivates them to perform at their best.4. Strategies for Building Corporate CultureBuilding a positive corporate culture requires astrategic approach that involves the active participation and support of employees at all levels of the organization.4.1. Define Company ValuesThe first step in building an effective corporate culture is to define company values that align with the mission and vision of the organization. The values should be communicated clearly and consistently to every employee.4.2. Hire for Cultural FitHiring employees that fit the values and culture of the organization is essential. Cultural fit enhances employee engagement, performance, and longevity in the organization.4.3. Encourage CollaborationEncouraging collaboration among employees fosters teamwork, enhances creativity, and promotes a supportive working environment. It also helps to build social bonds that strengthen relationships among employees.4.4. Support a Work-Life BalanceSupporting a work-life balance improves employee satisfaction, reduces stress, and promotes overall well-being. It also enhances employee loyalty and retention.5. ConclusionCorporate culture is a critical determinant of an organization's success, and it requires active participation and support from all levels of the organization. A positive corporate culture enhances employee engagement, loyalty, and productivity while promoting a positive brand image. Building a strong culture requires defining shared values, encouraging collaboration, supporting a work-life balance, and rewarding employees for their contributions. With a committed effortfrom the leadership team and employees, a positive corporate culture can lead to sustainable growth and long-term success.。

试谈创建公司执行文化(英文版)

44%
• Can name their organization’s most important goals
• Percent of time spent on organization’s most important goals
• The goals of my work group are translated into my individual work goals
Wildly
Important Goals =
The BIG
WIGS
Why WIGS?
McKinsey & Company
Ram Charan
HarrisInteractiveSM
Focus
8 Standards of Execution
Synergy
Focus
8 Standards of Execution
we must be bold.”
- President John F. Kennedy
“Up is not an easy direction.”
The Challenge: Ability to Execute
“Leadership without the discipline of execution is incomplete and ineffective. Without the ability to execute, all other attributes of leadership become hollow” — Larry Bossidy Chairman, Honeywell International
77
More than 2.5 million workers were asked to rank their managers on a scale of 77 pre-determined characteristics in this FranklinCovey Profile study. (Source: FranklinCovey Profile Center Aggregate Report, 2002)

企业文化创建英语版

phenomenological; interpretive; social psychology unitary or pluralistic cultures adaptive; regulating mechanism to dynamic equilibrium corporatist
metaphor functional; definable; rational; mechanical; engineered; predictable mental & socially constructed Enacted by members through ongoing negotiation and sharing of symbols & meanings Consensus; coexistence of several; parallel subcultures; conflict biological; learning; cultural conflicts may engender change
Schein 1983
▪ Adaptation and
survival in face of externalities
▪ Ensuring internal
▪ integration Replication
Organisation culture
applicants
Bye
Boundary filtering
▪ no 'culture' strong culture ==> performance Luthans 1995 ▪ Sharedness
▪ ▪ Intensity Proposition strong culture leads to success if the organisation's structure is suited to environmental conditions This is a good predictor of short term performance How will you demonstrate the veracity of such a proposition

企业文化建设(英文)

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, enterprises should 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 Wegman's culture.1. Strong and Weak Culture1.1 Definition of Strong and Weak cultureAn organization must be composed of both a variety 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 manager's decision-making related to choice 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 employee's behavior, and reduce staff turnover have more direct contact. On the contrary, (Philip Kotler & 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 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 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.1.2 The culture of WegmanCharacterize Wegman's 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 resultof a strong culture should be lower employee turnover. (Robbins, S.P. and Coulter, [M], 2007) A strong culture demonstrates high agreement 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. Compared 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 employees 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 Wegman’s cultural to influence staffWegman 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 managersWegman's culture is ingrained in the senior managers. More than half of these managers start working here since a teenager. Wegman's 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 company's culture is also very thorough. Thus, these managers leadership employees, they will follow the Wegman's culture, which can cultivate a loyal Wegman's employees. This enables the formation of cultural heritage●Careful selection employeesWegman’s 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 asa judgment standard. Wegman wish to hire employees a real interest in food, they canhelp the company maintain concerned on the delicious food.Such employees are in line with Wegman's own culture, they are also more likely to accept the company's other cultures.●Cautious expansionBecause Wegman’s carefully selects 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 maintain the culture. The exiting employees are then able to transmit their knowledge and the store’s values to the new employees.2. Wegman's Culture2.1 The primary source of Wegman's cultureThe organization's 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 those endeavors. This leads us to the ultimate source of an organ ization’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 doing something 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: 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 identifywith them and thereby internalize their beliefs, values, and assumption.Wegman's 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, they hire people who are really interested in food. This helps to maintain the founders’ideas focusing on the food, creating the original Wegman's culture. Wegman's development it seems to be successful today. Thus, the founders’ attention to the delicious food becomes seen as a primary determinant of that success. His successor 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.2.2 Sustain own cultureOnce a culture is in place, there are practices within the organization 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. Judge [M] 2008) In sustain Wegman’s 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 theknowledge, skills, and abilities to perform the job within the job within the organizationsuccessfully. Wegman is a food store, he hired staff, of course, is interested in food as acondition of selection. This selection criteria and Wegman's culture to maintain have asignificant relationship. In this way, the company in the selection staff process insisted theWegman culture, screening out those who are not interested in food, or threatenWegman's culture.●The actions of top managementThe actions of the top management also have a major impact on the organization’s culture.Top management, through what they say and behavior to establish the role model,penetrating into the organization used to maintain the organization's culture.Wegman'sfirst generation of managers to focus on employee interest in food, so whether intentionalor not employees will pay attention to food’s concerns.Walter's son Robert served asPresident, he believed himself and the employee has not different,Walter's son aspresident, he and the staff do not consider themselves different, so he immediatelyincrease the number of employees generous benefits, such as profit sharing and medicalcoverage completely paid for by the company. Now the Wegman president is Robert's sonDanny. He continued to carry forward the Wegman's traditional of concerning for itsemployees2.3 Another ways to maintain company's culture——SocializationIn addition to selection practices and acting of top management, maintained organization culture approach there are many types. Socialization is an effective 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 organization's culture.(Stephen P. Robbins & Timothy Judge [M] 2008) New employees are likely to disturb the concepts and habits that are in placed in organization. Organizations will, therefore, need to help new employees adapt to the organization's culture.The adaptation process is called socializationSocialization can be divided into three stages. Prearrival Stage: Including all learning activities occurred before the new members to participate in Organization. During this phase, we can clearly see each individual's 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 relatively long period of time. The new employee masters the skills required for the job that successfully performs the new roles, 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 “onboarding”. Purpose is to allow these senior executives integrate into the company's culture. During the month they have to no direct responsibilities for tasks associated with their new positions. Instead, they spend all their work time meeting with other senior leader and mentors working the floors of retail stores, evaluating employee and customer habits, investigating the competition, and studying Limited Brands’past and current operations.3. Learn Culture in Wegman3.1 How to learn Wegman's cultures——StoriesEach company will circulated a number of small stories in companies. They are usually the following aspects: founder experience, cutting workers, increase labor welfare. The purpose of promoted the story is to provide explanation and support for the organization's policy. In Wegman, 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 students Sara as an example. He always remembers John Wegman for her help to display shop full of praise. “I love this place” she says. “If teaching does not work, I would do a full-time at Wegman” Wegman’s with specific story shows that working in the Wegman is a matter of pride for the employees.This method is an important reason for the success of Wegman's culture. Reflects, among employees 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 employees.3.2 Another ways t to learn company’s cultureExcept telling stories, Wegman also can transfer their corporate culture to subordinates in many ways. Other effective methods like establishment of a fixed ritual, Creation of material symbol, and using the internal language.●Establishment of a fixed ritualRituals 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 the slogan,requiring employees to read out loud every 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 employees morememorizing Wegman's culture Through this ceremony, members of the Wegman's closelylinked, 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 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 that who isimportant, the degree of what equality by executives expects, and what behavior isappropriate. As Wegman's culture believes that managers and ordinary employees is notmuch 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 languageOrganizations, over time, tend to develop some specific terms, the internal language, todescribe with equipment, office, key personnel, suppliers, customers, which related to theirbusiness. Wegman and departments within the Wegman should create some internallanguage, and use these languages as a way to identify members of Wegman culture orsubculture. 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 employees who mastered this internal language, it formedemployees of the common features with Wegman’s culture.This also conducive to theprotection Wegman’s culture3.3 The most effective way to learnI think the most effective method is to structures and provide a learning platform foremployees. Learning platform refers to that everyone participated equal, interactive communication, and exchange and sharing of learning spaces, learning opportunities and learning tools.The main forms are: network learning, books databases, training, conferences, and study room.The company has a bright and spacious library staff can support all kinds of learning materials and a good learning place; maturing of the internal and external training would provide employees with the opportunity to update professional knowledge; modern networked office conditions can offer employees with more learning opportunities.This able to create a learning environment that can advocate the idea 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 CultureIn order to develop, enterprises must seek more scientific, more systematic and complete management system. Culture provides the necessary organizational structure and management mechanisms. Contemporary companies to maintain steady and continuous development must be develop its own unique corporate culture. Building of enterprise culture has an important role for enterprise development strategies, improve enterprise management.4.1 Promote to improve the core competitivenessCorporate cultures promote to improve the core competitiveness of enterprises. In the widely shared values under the guidance of business practices, employees will have a sense of belonging, mission, and identify with corporate image. (Guo Songyang [J] 2006) Corporate culture is the internal dynamics of enterprise development. This is mainly embodied in the three functions●Cohesion function. It can put people together tightly; make their purpose clear andcoherent.As long as the fundamental goal choosing the right company, we can make the corporate profits of most of the workers unify and form a strong cohesiveness.●Oriented functions. Corporate values and entrepreneurial spirit can put forwardlong-term significance for the company development strategy. Corporate culture is the fundamental basis for the development of competitive strategies and policies in the market competition.●Motivate function. Motivation is a kind of spiritual power and status, which mobilize andstimulate enthusiasm, initiative and creativity of workers.It allows employees to find the goal, and the opportunity to play talent.4.2 To the Besunyoung’s culture as an exampleBesunyoung in the corporate culture, "integrity, pragmatic, innovative" business philosophy is highly respected. Based on this, Besunyoung create a good team, both in market research andplanning or product promotion. Besunyoung have been in this business philosophy, as the cornerstone of development. And created a lot of "Besunyoung" miracle in the domestic field of health tea.（Zhou Yunhe & Luo Wen [J] 2010) Besunyoung raised the requirements of a sense of ownership. It is that to each individual regard company as their own home, to promote the work actively. This concept, not only serve as a cohesiveness, to unite its members, but also play a role in adaptation, for the employees to create a good environment and atmosphere.Attention to personnel training can be said that is the most critical aspect of Besunyoung culture. Besunyoung structures an open platform for their employee s’ growth, building a unique culture of Besunyoung. Practice shows that Besunyoung cultural infiltration in the organizational structure, employee behavior, the site is the soul of Besunyoung and lasting power, is also fundamental development.ConclusionSuccessful companies have in common is that they have a unique culture and give full play orientation, cohesion, incentive, such as the dominant company ideology, values, beliefs and so on. Through the corporate culture allows us can find ways to establish and cultivate the character y, innovation, service awareness company desired, to promote enterprise’s development with healthy and harmonious.References●Guo Songyang [J] 2006. Enterprise Culture How to Realize Effective PerformanceManagement. Economic and Social Development pp.45—46●Li Sufang [J] 2009 Brand Concept and Corporate Culture Is a Manifestation of Soft PowerCorporation Research pp.78—79●Philip Kotler & Gary Armstrong , [M] 2010 Principles of Marketing(Twelfth Edition)●Robbins, S.P. and Coulter, [M], 2007. Management. 8th Ed. Beijing: Tsinghua University Press ●Stephen P. Robbins & Timothy A. Judge [M] 2008 “Organizational behavio r” Tsinghua universitypress,●Zhou Yunhe & Luo Wen [J] 2010 Besunyoung Culture On The Importance Of EnterpriseDevelopment Enterprise and Culture pp 36—39●Hu Yong,[J] 2010 Talking About The Construction of Family Business Culture ApproachBusiness Weekly●Liu Songqi; Yi Qungan [J] 2007 Corporate Culture And Job Satisfaction: The Regulatory RoleOf Personality Peking University (Natural Science)●Cai Xiang; Zhang Guangping; Trisha; [J];2007 Corporate Culture Of Loyalty Of KnowledgeWorkers Influence A Number Of Propositions; Industrial Technology and Economy;●Sun Aiying,[J] ,2006. A Study on the Relationship Between the Discrepancy of CorporateCulture and Portfolio Innovation, Science Research Management., pp15-18.●。

企业文化创建(英语版)

outsider
Socialisation Peers
Role models Rewards Training
Rites, rituals imitation
The 'right stuff' I'm in with the in-crowd
Chris Jarvis
Full insider membership
▪ concentration ▪ social function of
product
▪ institutional relations: ▪ competitive niche
business, labour, govt
in product market
organisation
▪ stage in lifecycle ▪ competitive strategy
▪ ▪ Theory Z 90s ▪ Lean and core ▪ Learning organisation ▪ Network organisation
Chris Jarvis
6
OB
Hard and Soft in a Wet-Cold Climate
Soft systems Values Interactions Commitments Motivations Loyalties Perceptions Leadership & teams Communications
culture? ▪ Comparing hard & technical 'culture' components
with soft humanistic concerns