企业文化建设英文

企业文化建设英文

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R e p o r t Introduction

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 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 Culture

1.1 Definition of Strong and Weak culture

An 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 Wegman

Characterize 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 result of a strong culture should be lower employee turnover. (Robbins, . 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 staff

Wegman 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 managers

Wegman'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 employees

Wegman’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 as a judgment standard. 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 Wegman's own culture, they are also more likely to accept the company's other cultures.

●Cautious expansion

Because 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