企业文化外文翻译
企业文化英文摘抄
企业文化英文摘抄Corporate culture is the shared values, beliefs and principles that guide an organization. It has a powerful influence on the way employees work, the products they create, the customer service they deliver, and the overallperformance of the company.When a company is clear and focused about its culture, it helps to drive commitment, engagement, motivation, innovation, and competitive advantage for the firm. It shapes the way employees think and act and can ultimately become theidentity of the organization that customers recognize and appreciate.An effective corporate culture should be tailored to the organization’s needs. It should articulate the purpose and values that define the business and its objectives. With this clarity, organizations can attract people who will enhancethe existing culture and align with its values and goals. When there is an open communication culture, team members are encouraged to share ideas, take initiative, and collaboratein decision making.In order to cultivate a desired corporate culture,leaders must establish the right conditions and create an environment where their vision can be executed. This requires setting clear goals and expectations, providing feedback, and demonstrating appropriate behaviors. Leaders should also emphasize rewards and recognition, foster collaboration, and provide employees with learning opportunities.Additionally, organizational design is important to achieving the desired culture. It should reflect the company’s structure, proc esses, procedures, and approaches. Leaders should ensure that resources and technology are in place to empower employees to reach their full potential.Finally, it’s important to acknowledge and embrace diversity in the workplace. Organizations should strive to create an inclusive environment where individuals from all backgrounds and experience levels are respected and valued as part of the team. When employees feel accepted and trusted, they are more likely to engage and thrive.Overall, corporate culture is a powerful tool that helps to create a successful working atmosphere and boost performance and morale. When businesses focus on building the right culture, they can set themselves apart from the competition and achieve extraordinary results.。
企业文化【外文翻译】
外文翻译原文：Corporate cultureWhen studying corporate culture in the sense of shared beliefs and values, it is important to distinguish two dimensions. The first dimension is the strength of the culture, that is, the degree to which these beliefs and values are shared. It is this cultural strength that has been the focus of this article and that has also received the most attention in the literature on corporate culture.But—whereas cultural strength has an impact on firm performance— it is the second dimension which often seems to have the larger impact on firm performance: the content of the culture, that is, what these people believe and value. In what follows, I now consider this article’s implications for the content of corporate culture. I show, in particular, that the manager has an important influence on the content of her firm’s culture and that a firm’s culture tends to persist over time, even when all original members of the firm have left. The working paper Van den Steen (2004) also shows why different firms may develop different cultures and why cultures may be suboptimal even when firms have unlimited opportunity to learn from experience.The manager’s influence on culture. To capture the content dimension of “co rporate culture as shared belief s,” I would like to define a firm’s culture to be that course of action on which most employees agree as the best course of action (at the point in time when they have to choose an action). With a finite number of employees, however, such action may not exist. I will therefore formally define a course of action a c to be the firm’s culture if the probability—over the distribution of employee beliefs—that two employees agree on a c as the best course of action is higher than the probability that they agree on any other particular action. As the number of employees goes to infinity, this definition almost surely coincides with the action on which most employees agree as the best course of action.My first result is then that a firm’s culture is influenced by its manager’s beliefs.I will show in particular that—under reasonable conditions—the manager’s action a˜M is more likely than any other action to become the firm’s culture (i.e., the belief most likely to be shared). In the screening model, this is trivial because the manager screens according to her prior beliefs. The interesting result here is that it also holds in the pure learning model (if G = F,a condition to which I return after the proposition). This is actually somewhat surprising: the manager’s beliefs are drawn completely independent of the employ ees’ beliefs and of the true underlying return. At first sight, there is thus really no reason to expect that the fact that the manager chooses about which actions employees learn has any influence on what actions the employees consider best. The result here, however, says essentially that forced learning makes you more likely to settle on that action. Note that, in contrast to earlier results which all related to the strength of culture, this result is indeed about the content of culture.A second implication of the article is that such appointment of a new CEO with different beliefs will lead to turnover, through both selection and self-sorting. Whereas there are many informal and case-based stories along these lines, there is also some more systematic evidence for this prediction. In particular, Hayes, Oyer, and Schaefer (2006) show that the likelihood of top management turnover increases markedly around times of CEO turnover.Persistence over time. A closely related phenomenon is the persistence of that culture over time, even when all original members of the organization are gone. This phenomenon is one of the things that make organizational culture so intriguing: it is as if culture exists independent of the people in the organization, as if the organization itself has some personality or identity. I will now show that culture is indeed persistent in the models of this article.Persistence is straightforward in an overlapping-generations extension of the screening model: managers hire employees in their own image, who on their turn hire the next generation in the same image, and so forth. More interesting is again the result that persistence also obtains in the pure learning model, through manager-forced learning. Consider, in particular, two generations of the learning model of Section 3with N ≥2. Assume that one of the employees of the first generation becomes the manager in the second generation (and the employees of the second generation are new draws from L).I will show that, under reasonable conditions, second-generation employees are more likely to agree on a˜M(1) as the best action than on any other action. In fact, this result also holds after an arbitrary number of generations in an overlapping-generations model where individuals are employees in their first period, and managers in their second period, and then leave: the n th- generation employees are more likely to agree on the very first manager’s action choice than on any other action.This result is quite remarkable, given that the first-generation manager’s prior is completely independent of the underlying performance and other play ers’ priors, and given that the second- generation employees never overlapped with the first-generation manager. It shows how a player’s actions can be systematically influenced by forced learning, that is, by exposing the player to experiments chosen by someone else.Source: RAND Journal of Economics Vol. 41, No. 4, Winter 2010 pp. 617–648译文：企业文化当研究企业文化在共同的信仰和价值观的意义时，重要的是区分两个层面。
英文版-企业文化
Characteristics of Corporate Culture
Characteristics of corporate culture can be summarized as: unique, universal, and plasticity.
The Contents of The Corporate
3. Bet-type culture, It has features in a detailed analysis based on the desperate.
4. Process-type culture. This culture, focusing on how to do basic work feedback, employees are difficult to measure the work they do.
Culture
According to the definition of corporate culture, its content is very broad, but the most important include the following: business philosophy, values, entrepreneurship, business ethics, sense of community, corporate image, enterprise system, culture, structure, corporate mission.
The Type of Corporate Culture
Deal and Kennedy corporate culture is divided into four types: the strongman culture, Work hard to enjoy culture , enjoy the play culture, tackling culture, process and culture.
企业文化外文参考文献
Corporate CultureThe concept of enterprise cultureEnterprise culture is formed in the long-term of the venture and development process among the enterprise staf. They cultivate the common goal, the highest value standard, basic beliefs and behavior. It contains a very rich content, including business philosophy, value concept, the spirit of enterprise, enterprise morality, group consciousness, enterprise image, enterprise system. Its core is the spirit of the enterprise and values.The value of enterprise culture1.Enterprise culture affects the enterprise’s lifeCulture is informal. But it exist everywhere and every time. In the developing of an enterprise, things informal is more important than that of formal, software is usually more important the hardware. This is not only the character of modern economy, but also the outcome of enterprise culture’s effect in long time. Enterprise culture is the spirit of the enterprise, is the power that drives the enterprise developing, and is the best way for the enterprise to get the growth of its economy. The development needs culture and the culture can support the development. In any case, there will be no long time development without culture’ support.2.Enterprise culture builds the enterprise’s core competenceThe 1960’s the core content of enterprise competition is technology , in the 70 s, it is management, in the 80’ s, it is marketing, in the 90’s, it is the brand, and the21’st century the core competition between enterprises is the culture. Enterprise's short-term prosperity can get in so many ways, but the enterprise long time growth can be only from the power of the excellent enterprise culture, the effect of suitable culture on the development and growth of enterprises is huge, because it has infinite driving force on the staff.The spirit and ideas is the core of the enterprise’s culture. When a good enterprise culture establishment, it brings the wisdom of the group, the spirit of collaboration, fresh vitality, this is equivalent to for enterprise with a powerful engine for enterprise innovation and development, and can uninterruptedly supply spiritual power for the enterprise.Culture the best way to mobilize the staff of an enterprise. It brings staff home feeling in their work. It is the resource of the cohesive power inside and the expansionary force outside of the enterprise.The concept of brand cultureBrand culture is the core of brand value, it include the value concept, grade, appeal, express feelings of the brand, the value of the brand culture is that it brings items of the brand to the flourish spirit world of human being. Brand culture not only can bring people good feeling but also improve the core competence of the brand. Brand culture mainly has three level content: the first level is the brand value system, which is made up of a series of concept of brand owners and operators, including the pursuit of quality concept, management concept, service concept, social concept and so on; The second level is the behavior model of the brand,includi ng the operator’s management and marketing strategy, market development means, transmission channels, service mechanism and attitude, etc. The third level is the brand in the visual image level. This aspect mainly includes the name of the brand, brand appeal, brand identification, product external image and so on. The brand culture construction is the process to adapt to the consumer demand, realize the brand image, maintenance for goals, and complete the heart contract between the brand and the consumer.The concept of culture marketing powerCulture marketing power is that enterprises, through the cultural marketing, get strong marketing idea, super marketing image, a new marketing model, and so get strong marketing power.企业文化企业文化的概念企业文化是指企业全体员工在长期的创业和发展过程中培育形成，并共同遵守的最高目标，价值标准，基本信念及行为规范。
企业文化用语英文翻译实用标准文本
企业文化用语英文翻译实用标准文本Introduction:Corporate culture refers to the shared values, beliefs, and practices that shape the behavior and working environment within an organization. It plays a crucial role in defining the identity and guiding the actions of a company. In order to effectively communicate the essence of an organization's culture to an international audience, it is important to provide accurate and practical translations of commonly used corporate culture phrases from Chinese to English. This standard text aims to provide a comprehensive translation of such phrases, ensuring clarity and consistency in conveying the intended meaning.1. Mission and Vision:- Chinese Phrase: 使命与愿景- English Translation: Mission and Vision- Explanation: This phrase refers to the organization's overall purpose and long-term aspirations. It encompasses the core values, goals, and direction of the company.2. Core Values:- Chinese Phrase: 核心价值观- English Translation: Core Values- Explanation: Core values represent the fundamental beliefs and principles that guide the behavior and decision-making within the organization. These values reflect the company's ethics, culture, and identity.3. Teamwork:- Chinese Phrase: 团队合作- English Translation: Teamwork- Explanation: Teamwork emphasizes the collaborative efforts of individuals working together towards a common goal. It highlights the importance of cooperation, communication, and mutual support within the organization.4. Integrity:- Chinese Phrase: 诚信- English Translation: Integrity- Explanation: Integrity refers to the adherence to moral and ethical principles, honesty, and trustworthiness in all aspects of business conduct. It emphasizes the importance of maintaining high ethical standards and building trust with stakeholders.5. Innovation:- Chinese Phrase: 创新- English Translation: Innovation- Explanation: Innovation represents the ability to generate new ideas, improve processes, and develop creative solutions. It encourages a culture of continuous improvement, adaptability, and forward-thinking within the organization.6. Customer-centric:- Chinese Phrase: 以客户为中心- English Translation: Customer-centric- Explanation: Being customer-centric means placing the needs, preferences, and satisfaction of customers at the forefront of all business activities. It emphasizes the importance of understanding and meeting customer expectations to achieve long-term success.7. Employee Development:- Chinese Phrase: 员工发展- English Translation: Employee Development- Explanation: Employee development refers to the continuous learning, training, and professional growth opportunities provided to employees. It highlights the organization's commitment to nurturing talent, enhancing skills, and promoting career advancement.8. Work-Life Balance:- Chinese Phrase: 工作与生活平衡- English Translation: Work-Life Balance- Explanation: Work-Life Balance emphasizes the importance of maintaining a harmonious equilibrium between work responsibilities and personal life. It promotes employee well-being, productivity, and satisfaction.9. Social Responsibility:- Chinese Phrase: 社会责任- English Translation: Social Responsibility- Explanation: Social Responsibility refers to the ethical and moral obligations of the organization towards society, the environment, and stakeholders. It emphasizes the commitment to sustainable practices, community engagement, and positive contributions to society.10. Continuous Improvement:- Chinese Phrase: 持续改进- English Translation: Continuous Improvement- Explanation: Continuous Improvement emphasizes the ongoing efforts to enhance processes, products, and services. It encourages a culture of innovation, learning, and adaptability to drive organizational growth and success.Conclusion:This standard text provides an accurate and practical translation of commonly used corporate culture phrases from Chinese to English. By effectively conveying the essence of these phrases, organizations can communicate their values, beliefs, and practices to an international audience, fostering a shared understanding and promoting a strong corporate culture.。
【最新文档】企业文化标语中英文-word范文模板 (3页)
本文部分内容来自网络整理所得，本司不为其真实性负责，如有异议或侵权请及时联系，本司将立即予以删除！== 本文为word格式，下载后可方便编辑修改文字！ ==企业文化标语中英文企业文化标语中英文【1】1. Time is what you make of it.(Swatch) 天长地久。
(斯沃奇手表)2. Make yourself heard.(Ericsson) 理解就是沟通。
(爱立信)3. Engineered to move the human spirit.(Mercedes-Benz) 人类精神的动力。
(梅塞德斯-奔驰)4. Start Ahead.(Rejoice) 成功之路，从头开始。
(飘柔)5. A diamond lasts forever.(De Bierres) 钻石恒久远，一颗永流传。
(第比尔斯)6. Fresh-up with Seven-up.(Seven-up) 提神醒脑，喝七喜。
(七喜)7. Intel Inside.(Intel Pentium) 给电脑一颗奔腾的“芯”。
(英特尔奔腾)8. Connecting People.(Nokia) 科技以人为本。
(诺基亚)9. For the Road Ahead.(Honda) 康庄大道。
(本田)10. Let us make things better.(Philips) 让我们做的更好。
(飞利浦)11. Teaching in life, appreciating during teaching. 在生活中施教，在施教中提升。
12. A single flower does not make a spring. 一花独放不是春，百花齐放春满园。
13. Beauty lives with kindness. 美寓于善。
14. It takes three generations to make a gentleman. 十年树木，百年树人。
推荐-企业文化外文翻译 精品
中文4370字本科毕业（设计）外文翻译外文题目Corporate Culture外文出处 Volume: 27 1989：P15-16外文作者Liam Gorman原文：Corporate CultureLiam Gorman What is Corporate CultureLet us now look more specifically at the question of what corporate culture is, the types of corporate culture that may exist, and at the question of best fit between culture, pany and environments.All definitions of culture refer to the underground nature of culture and to the hidden hand with which culture guides behaviour, thought and feelings.Looking at how culture is formed helps us to understand its character and impact. Schein[l], for instance, points out that culture is the total of the collective or shared learning of the group as it develops its capacity to survive in its external environment and to manage its own internal affairs. It prises the solutions to external and internal problems that have worked in the past and that are taught to new members as the correct way to perceive, think about and feel in relation to those problems.Culture is posed of:(1) Values and assumptions which prescribe what is important.(2) Beliefs on how things work;(3) Behavioural norms—a set of attitudes that are easier to decipher than values and assumptions.In the past, culture was thought of as a set of attitudes at the bottom of organizations which could be problematic, in that it was frequently an anti-management culture and thus "bad". It was assumed that management had the "right" attitudes, or attitudes in support of pany goals.Culture, however, operates at all levels, and we are now more aware that there can be aspects of culture affecting all hierarchical levels which can be self defeating for the organisation. Past crises, achievements, successes and failures lead to the creation of assumptions about:(1) reality (you cannot trust banks);(2) truth (people are a pany's most important asset);(3) time (you must always be seen to be busy);(4) human nature (women are less mitted to work than men);(5) human relationships (do not let subordinates get close to you).The conditions under which past organisational issues and problems were resolved do not remain in the consciousness of the organisation. Responses to these conditions bee automatic and accepted as the way things are done. In this way, severe limitations are set on individuals' behaviour and thought, and the strong but hidden impact of culture is established. This is not to say that because culture embodies past solutions, it is inappropriate per se. Obviously, some solutions found in the past do not have applications in the present, e.g. the wheel. The danger, however is that the problems facing an organisation may undergo change, and the past solutions andmethods may be inappropriate to the new problems. More devastatingly, decision makers may be unaware of how the hidden forms of culture are influencing them.Culture can influence what managers see, and thus how they respond. Lorsch[2] contends that the beliefs that top management hold can inhibit strategic change in two ways:(1)beliefs can produce a strategic myopia leading them to see events with tunnel vision, and this leads them to overlook the significance of changing external conditions;(2)when top management recognizes the need for strategic change, they respond within their existing culture, using responses that have worked in the past. In this way, yesterday's solutions may bee today's problems.Variations in CultureCulture can vary from one organisation to another, or even within one organisation. It varies along such dimensions as strength, pervasiveness, direction and obviously, Content.(1)Strength of culture refers to the extent to which members of an organisation embrace the values of the culture. Customer service, for instance, will take a higher priority in some organisations than in others.(2)Pervasiveness refers to the extent to which beliefs and values are shared amongst departments in an organisation. Culture depends on experience and departments are likely to have different problems to solve, different experiences and, hence, differences in culture.(3)Direction refers to the extent to which the culture embodies behaviour in line with the expressed strategy of the organisation, or behaviour counter to the expressed strategy. For example, the existence of alternative cultures arising from trade union mitments have, on occasion, threatened the survival of some business organisations.Overall then, a culture can be said, from a managerial viewpoint, to be positive if it creates behaviour consistent with the expressed strategy; if it constitutes values "owned" by members at all levels. It has negative impact if, for instance, the culture is such that it is strong and pervasive but antagonistic to pany goals; then the organisation has big problems in the strategy area. Equally, if it is strong and supportive of pany goals but only subscribed to by one group in the organisation, this too has adverse strategy implications.The Appropriate Culture for an OrganisationThe appropriate culture for an organisation depends on many factors, including the age of the organisation, its market, its geographical location, history and even the preferences of the chief executive and top management. Organisations which operate in dynamic environments in which consumer preferences change rapidly, technology developments occur frequently, and petition is intense, place a great emphasis on creativity, innovation and adaptability.However, in government departments, hospitals, welfare institutions etc., stability, predictability and getting it right at all costs may be more appropriate.Very strong cultures, too, can have disadvantages, as well as advantages. A major disadvantage is that they can prove particularly resistant to change. Awareness ofone's culture, its strengths and weaknesses and its appropriateness to its environment, may be a more basic element than factors such as strength and pervasiveness. It is important to know one's culture before one thinks about change. It may be more appropriate to tailor one's strategy to one's culture, rather than the other way round.The Functions of CultureThe functions of culture are:(1)Transmission of learning; through the organisation culture, members learn to perceive reality in a particular way, to make certain assumptions about what is important, how things work and how to behave, thus reducing plexity.(2)To unite the organisation; consistency in outlook and value makes decision making, control, coordination and mon purpose possible at all levels.(3)To give meaning to members of an organization people need to find meaning in their lives; it is important that they feel that they are part of a team. Loss of meaning, through the de-skilling of jobs, for example, can result in the development of a culture which excludes management.(4)To handle strong emotions; emotions ranging from anger, aggression and fear to hope and enthusiasm are handled according to the culture of an organisation.How to Understand Your Corporate CultureThere are a number of typical cultural indicators that help a manager to understand his/her culture.Stories and MythsMany organisations are confronted with overwhelming uncertainty, conflicts of interest and often inprehensible plexity.Through the culture's myths, metaphors and symbols, a different world is created, a world in which the perception of plexity is reduced, one in which the organization seems to have more control and to engage in rational action. Examples of myths include:(1) "Too much analysis is bad".(2) "It will be OK on the day".(3) "We are at our best under pressure".Organisations might also consider trying to influence the culture directly by creating myths, parables and metaphors that will excite people about problems facing the organisation or that will energise people by creating hope or success feelings by reminding them of difficulties that have been overe. It has been confirmed that the persuasive power of anecdote, story and metaphors have a greater influence than the persuasive powers of statistical information. Therefore, delving into the stories and myths of an organisation can lead to an understanding of the culture, and at the same time provide us with a possible mechanism for promoting change.Symbols and their MeaningsAs well as symbols of power and status, physical surroundings are also symbolically important. Corporate logos and liveries convey style and identity. The location of an organisation within a city and the type of building usually say something about the organisation' s values. The care taken with housekeeping can give evidence of attention to quality, just as the quality of physical surroundings forlower-level employees demonstrates how they are valued. These are examples of how observers can go beyond verbal messages to get in touch with the value system of the organisation.Rituals and Ceremonies: a public celebration of beliefs and values. Rituals and ceremonies serve the purpose of celebrating distinction at a senior level, or of rewarding spectacular contributions at all levels. The functions of ceremonies include:(1) integration and cohesion, e.g. we are all in this together;(2) reassurance of the strength of the organisation;(3) rallying support in an effort to sustain or improve the organisation;(4) enabling people to cast off their roles and organisational masks and present other aspects of themselves.Hero MythsSome organisations limit their heroes to a small powerful group, whereas others create hero myths at all levels and across all functions. The values of hard work, exceptional mitment to a particular goal, acceptance of personal responsibility and sustained effort in gaining confidence can be reinforced through hero myths. Hero myths serve many purposes:(1) they serve to set standards of performance;(2) they show that with effort, success is attainable;(3) they provide the role models for the organisation;(4) they symbolise the organisation to the outside world.However, hero myths can be dysfunctional. In a counter culture, for instance, hero myths may focus on those who have triumphed in an interdepartmental conflict, or by conforming ("to get along, go along") or they may enshrine the success of low-trust approaches ("do unto others before they do unto you").TaboosOrganisations generally reserve their strongest sanctions for breaches of taboos. Taboos are not usually made explicit, nor are the consequences of violating them. The oute from offending against a taboo typically involves dismissal, social isolation or humiliation. Frequently, taboos do not bee public until they are violated,and people do not even talk about them. In family firms a taboo can be concerned with disagreeing strongly with one of the founding family. Some organisational taboos centre on not challenging the moral assumptions being made by the business. The real danger of such taboos is that tolerance within society for these assumptions may begin to change (unnoticed by the organisation precisely because of the taboo element),and eventually lead to such severe problems for the organisations that survival can be threatened. Possible examples would be cigarette manufacturers, or panies with a history of atmospheric or environmental pollution.Rites of PassageRites of passage are a particular type of ceremony and include initiation rites, promotion, dismissal, and retirement:Initiation rites involve a formal initiation into some verbally embraced culture and later a further initiation in an informal way into the real culture. This contrast in initiation is highly significant in understanding the organisation.Retirement rites, while seeming to be about individuals, are usually the occasions for stories, speeches and anecdotes which reinforce particular cultural values.Dismissal rites are often used to suggest that the organisation is now cleansed of some deviant behavior or poor performance by the firing of a single individual, even though many others typically could have been held responsible. Dismissal rites are also used to show that firing is not arbitrary or unfair, but a systematic and judicial process has been conducted.Structure, Control Systems and Formality of RelationshipsOrganisations with many levels and well-documented procedures for decision making are unlikely to reflect a culture which puts a premium on risk taking, as opposed to getting it right at all costs. The pensation system in organisations can also provide an obvious clue about values. Salary scales in which employees progress in orderly increments over a long period are likely to reflect values of loyalty rather than values of achievement. Review of strategic decisions over a period of time can also provide pointers to the nature of the culture, since it can indicate trends and directions the pany is taking and trends in the options which are being discarded. In fact, it has been suggested that a good way to understand the deepest assumptions of a culture is to review the strategic decision making process, paying particular attention to the courses of action that had been rejected in that process.Cultural ChangeThe responsibility for strategy formulation, for identifying the need for cultural change and for pursuing this change lies with top management and the chief executive. There are a number of underlying issues that top management must recognise if they are to e to terms with culture and cultural change:(1) They must recognise that in most organisations top management has e to the fore on the basis of wisdom, solutions and performance that may now be in need of change. The questioning of a culture, however, may well threaten careers, statuses, power structures and self images. Often cultural change occurs when a chief executive is appointed and/or significant changes are made in the top management team. In many cases cultural change has arisen due to forces outside the organisation, e.g. customers, banks, government or loss of market share.(2) Managers should be aware that culture is formed not only by the organisation's contact with the environment, but also through members' contact with each other. Members of organisations must learn not only how to beat the petition, and how to handle outside forces. They must also learn how to deal with each other and their needs for power. They must learn to handle and control fear, anxiety and aggression towards each other. Equally, they must learn how to release their capacities for creativity, co-operation, hope and fun. Our fears lead to constriction of our thought and excess caution in our actions, leading to inderdepartmental protectiveness and organizational tentativeness that can lead to the decline and fall of many organisations.(3) Culture is perpetuated by random reinforcement. The assumptions, values and beliefs that make up culture are based on past experience — successes and failures. Past successes lead to an assumption that similar measures will result inorganisational success in the present and future. After a few successes with the use of such measures, their relevance ceases to be challenged and examined and they bee givens or assumptions about the nature of reality. Actions arising from such assumptions are randomly rewarded and so bee difficult to dislodge. Past failures induce avoidance learning whereby the individual, or by analogy, the organisation, is rewarded by a reduction of anxiety whenever the past threatening, dangerous behaviour or situation is avoided. In the meantime, however, circumstances in the present or future may have changed radically so that behaviour previously punished may now be rewarded.(4) Apart from planned cultural change, some incidental opportunities for change can arise that should not be overlooked. These include the appointment of a new chief executive, the introduction of new technology or the restructuring of the management team. These changes often do not work as planned because the existing culture is challenged and the changes are consequently resisted because the cultural issues have been overlooked.译文：企业文化利亚姆哥曼什么是企业文化现在，让我们更具体地来看一下什么是企业文化，企业文化可能存在的类型，还有文化、企业和环境之间的最佳配合问题。
英语通知作文企业文化
英语通知作文企业文化As a company, our culture is an essential part of who we are and how we operate. 企业文化是我们的核心价值观和运营方式的重要组成部分。
Our culture is built on the principles of respect, integrity, and teamwork. 我们的文化建立在尊重、诚信和团队合作的原则之上。
Respect is at the heart of everything we do. 尊重是我们所有工作的核心。
We believe in treating everyone with dignity and kindness, regardless of their position or background. 我们相信应该尊重每个人的尊严和善待，无论他们的职位或背景如何。
Integrity is also a key value in our company culture. 诚信也是我们企业文化的关键价值观。
We hold ourselves to the highest ethical standards and expect the same from our employees. 我们要求自己遵守最高的道德标准，也期望员工能做到同样。
We believe in doing the right thing, even when no one is watching. 我们相信要做正确的事情，即使没有人在看。
Teamwork is another crucial aspect of our culture. 团队合作是我们文化中另一个关键的方面。
We understand that we can achieve more when we work together effectively. 我们明白只有有效地共同合作才能取得更大的成就。
企业文化英语
企业文化英语Corporate culture is an important part of an enterprise. It is the driving force behind the development of the enterprise, guiding the enterprise to achieve greater success, and is the foundation of the company's long-term and stable development.Enterprise culture is a kind of ideological concept, a kind of spiritual spirit, and a kind of value outlook. Every enterprise should have its own corporate culture. Only by adhering to the corporate culture can the enterprise become more and more vibrant. Our company has always adhered to the idea of "excellence, service first", to take people-orientedas the core concept, "integrity, innovation, dedication andwin-win" as the enterprise core values, we advocate integrity, respect for each other, unite and work together, we allbelieve that the pursuit of excellence and strive for the best, the enterprise will be the most beautiful.In the process of enterprise development, we should pay attention to the business culture construction, adhere to the advantages of enterprise culture integration, mobilize the enthusiasm of all employees, keep learning and progress together, create an environment of mutual respect and mutual trust, and form a good atmosphere of unity and cooperation.We should let go of ourselves and give our best to the enterprise. Let the enterprise become better and better.The company's culture is formed by many elements, so enterprises need to continue to innovate, create a better corporate culture, make all employees become a whole, who canwork together to develop, every employee can contribute their own unique strength, and constantly promote the sustainable and healthy development of enterprises. Let us follow the enterprise culture, strive for progress, create brilliant and common development together!。
英文版 企业文化
4. Process-type culture. This culture, focusing on how to do basic work feedback, employees are difficult to measure the work they do.
The Type of Corporate Culture
Deal and Kennedy corporate culture is divided into four types: the strongman culture, Work hard to enjoy culture , enjoy the play culture, tackling culture, process and culture.
2021/10/10
1. the strongman culture, This culture encourages internal competition and innovation, encourages risk-taking.
2. Work hard to enjoy culture ,This culture to both work and play, and encouraging employees to complete a less risky job.
CorporateCulture
TheessentialpartofCorporate
The Concept of Corporate Culture
The corporate culture is also known as the organizational culture of an organization by the values, beliefs, rituals, symbols, ways of doing things such as the composition of its unique cultural image.
企业文化中英文对照外文翻译文献
企业文化中英文对照外文翻译文献企业文化中英文对照外文翻译文献(文档含英文原文和中文翻译)The Corporate Culture Rebuilding of E-business With the development of large-scale e-business, The E-commerce culture comes into being. It is an enterprise that produces a new value. The new integration of internal resources of the enterprises, which reduces transaction costs and improves efficiency. And it can short the cycle of production, and get many other benefits. Also it challenges on the existing corporate culture. The rise of e-commerce is a means of rapid development of technology that leads business models change. The survival of traditional economic activities, the means of operation and the management mechanisms have changed completely. The traditional corporate culture also faces a big strike.First, the Contribution to the Enterprise Value of Corporate CultureCultural phenomenon is a symbol of civilized country and a major witness of the nation. Broader culture includes knowledge, belief, art, morals, law, customs and every person as a member of the social to obtain ability and habit, including the complex whole. The survival and development of the enterprise plays an important role as a "sub culture" of the corporate culture. Corporate culture is the product of a market economy and commodity economy, embodying the objective laws of market economy. It reflects the company's competitive practices, competitive spirit and overall image. The enterprise culture is the company's management philosophy, enterprises face in whichthe social and business environment in the long-term production of business activities. And it gets all employees accept and agree to honor, which fights for a set of informal rules of success. It shows a kind of management philosophy and business practice to achieve through what kind of target. It is an important part of economic management. Corporate culture means a company's value, and these values become a norm of behavior of employees’ activities.How to increase profits, reduce costs and expenses is the origin of the corporate culture. Its meaning is how to enable enterprises to effectively integrate resources in order to achieve external flexibility and realize sustainable development in the competition. Corporate culture for the enterprises to develop cultural managementindicates a clear direction. The foreign competition environment for building highly adaptable and responding quickly to change is the final purpose of enterprise culture, according to environmental behavior capacities, which in fact is the company, owned by the external competitive environment by the needs of internal resources the ability to integrate and use. Corporate culture should promote the formation of the capacity of the system and maintain a good system. Many Chinese companies, for example, Haier, Lenovo, and so on, the secret of enterprise success is to develop a set of corporate and business philosophy that forms its own unique corporate culture.1, the corporate culture reflects the company's image and spirit. Establishing a good corporate image needs support of Modern business, from leadership to staff quality, from product quality to management facilities, from the environment to the product development, infiltrating cultural factors, and allreflecting the corporate image. Good corporate image (the "goodwill") is an intangible wealth and assets to display the "brand effect", which wins the social and public support, in line with modern public relations and marketing theory. From the modern management theory, it reflects the spirit of enterprise groups and the ideal goal, showing the direction of development of enterprises and business purposes. It is on behalf of the company's future prospects; so that every member company can voluntarily contribute to the achievement of organizational goals, from the enterprises in the fierce competition in technology press "beautiful and fragrant flowers."2, the corporate culture as in the business as a new management theory to play an extremely rebuilding role.First, creating a environment for flexible coordination of business operations, the corporate social systems as a subsystem, continuously with the surrounding environment material, energy and information exchange, social environment is relatively more objective. And enterprises need to adapt to environmental changes, researching the laws and requirements of environmental change, a clear tendency of economic development compatible with the social needs and potential demand, which improve the enterprise's various weaknesses and adjust to business strategy, creating a new corporate culture, and environment interaction to achieve dynamic balance that creates a cycle of market environment, promoting the restructuring of joint-stock company into the future state of healthy function.Second, it is conducive to the formation of the values of their all operation. The development of corporate culture as the underlying motivation, its values is the core of corporate culture.And it is a business organization and the basic concepts and beliefs. For enterprises, the core task is how the market to survive and provide consumers with appropriate products and services. The core mission of business does not automatically guarantee a corporate member with a common objective. Values established by the company code of conduct for employees defined in an extremely successful and the objective pursuit.Third, it helps to improve the all quality and foster corporation. The composition of the corporate culture includes ideology, culture, technology, culture, management culture, quality culture and entertainment culture. On the one hand, the culture of integration promotes the improvement of the quality of the entire staff. Because the influence of a common culture, the formation of a common awareness and behavior-oriented preserves and maintains the unity, cooperation, the harmony between employee relations, the objective to strengthen the unity, the overall development of the performance.3, the business culture is a kind of meaning. It is different from the surrounding environment of the enterprise as a system. Its internal mechanisms of the coordinated operation of the corporate culture can not be separated. On the one hand, a direct effect on corporate culture, employee code of conduct, professional ethics and clip point, nurture and develop the corporate culture, which improves the cohesion and solidarity, increasing employee’s satisfaction, sense of identity and belonging. On the other hand, the corporate culture of the major decisions of business, the company's long-term goals and strategies as well as the implementation of rules and regulations have not be underestimated.Second, the Building of Corporate Culture, the Need forChangeIn the 21st century, the enterprise culture of Chinese business faces multiple challenges: the arrival of knowledge economy, the corporate culture, the question ofhow to enhance the value of knowledge, knowledge workers how to deal with new issues; market-oriented reform, making the planned economy era the formation of corporate culture and old ways, old routines often fail; and the rise of network technology, but also for the birth of a new corporate culture provides a weapon. Sentence: mechanism changed, times have changed, technology has changed, so many companies are faced with reshaping corporate culture. Gerstner saved Big Blue, the first is to explicitly change the corporate culture of IBM's basic values, the creation of IBM's culture, which is "strive to win (Win)" "fast execution (Execute)" and "team spirit (Team) ". Gerstner said, " as IBM's leaders, of course you need to lead the planning and specific projects, but your responsibilities also include leading the staff, the establishment of work teams, and the creation of high-performance corporate culture." GE Jack Welch, former CEO also said: "Our vitality curve is able to function effectively, because we spent a decade in our enterprise to establish a performance culture."From our point of view of corporate culture development status, can only say that the end is still in a relatively level, the "corporate culture strategy" did not receive due attention, the cultivation of corporate culture, lack of guidance systems theory, corporate culture, most of the traditional culture in the enterprise the epitome of such enterprises often lack vitality, dead, suffering from a lack of excellent sense, may be severe centrifugal serious. Overall there are more defects in our corporate culturephenomenon with error, our corporate culture common errors are:1, the phenomenon of cultural obscurantism. Such phenomenon is common in those autocratic leaders or operational problems of the enterprise. Performance of the leaders of the extreme stress on certain cultural values, education and means to promote radical. It is because the causes of most of the leaders hope to achieve within the enterprise.2, no cultural phenomenon. Usually presents companies have a very strict system and the various rules and regulations. The system provides for employees to do and not do, but there is no clear cultural ideas and values advocate, neglect of education and training of employees. Such phenomena generate up to industrial manufacturingcompanies, most of the causes of quality is not high because the leaders themselves, or lack of understanding of corporate culture. Or want to cover up some kind of cult of the individual facts. Such enterprises are usually easy to produce leaders of the blind worship or silent on the situation.3, the ideal culture phenomenon. It is common in those with young people as the main force of the emerging entrepreneurial companies. Manifestations of these companies will make some unrealistic ambitions and cultural ideals, its advocacy of the concept will be a kind of beyond the enterprise to transform the world's sense of mission. "Great and empty," the slogan of the people beyond the reach; grand, lofty goals often lack a unified real objective basis. Most of the causes of such phenomena is that leaders have too lofty ideals and the lack of work basket for fruits of the spirit. Performance of the majority of such employees are passionate emotion, but may have overlooked the immediatesituation and today what to do evil.In addition, many corporate culture inhibits the human personality, in the enterprise is only concerned about people's "collective", denied the people's imagination and creativity, produced under the concept of small-scale production of "collectivism", it is difficult to form business cohesion.Now the competition is intense, and survival of the fittest as the new rules of the game, our company's corporate culture than the United States, Japan has lagged behind many, if not catch up now, defeat in the competition will be inevitable. Therefore, the new corporate culture and change the shape of a project is China's enterprises not wait for new topics.Third, the age of electronic commerce to shape and change our corporate culture, the idea of1, analysis of internal and external factors, refined culture and a culture of innovation speedIn the era of e-commerce business to choose what kind of a core value is to create the most important issue of corporate culture. Information economy is the "speed economy", the speed has become a tool to improve competitiveness. The emergence of the Internet makes the world changes faster and faster, can be described by leapsand bounds. Internet-based e-commerce can thus quickly understand market information, quickly and easily collect customer needs, extensive product information, complete the online transactions in real-time settlement, a large number of business activities can be instantaneous, the production efficiency has been greatly to improve. In short, information technology and network technology makes extensive use of e-commerce enterprises to enter the market, the threshold can begreatly reduced. Now the world is talking about innovation, because in today's economic environment, the only constant rule is everything is changing. In this regard, any organization or business if you do not always change and innovation, it is impossible to maintain their competitive advantage. "No innovation, on the death", innovation has become a corporate existence and development of important, and that only through its own innovation and certainty in order to deal with the uncertainty of rapid change. In the information context, the role of innovation has been an unprecedented strengthening, and sublimated into a social theme. In the age of electronic commerce, innovation has become the source of the vitality of enterprises, the traditional production scale, cost advantages and other factors will not decide the future, companies only through continuous innovation to survival and development. Conservative and conservative, is simply not in the fierce market competition based on the enterprise in the future in order to have a place in the global competition, we must break through the traditional idea of imprisonment and mindset, bold innovation, firmly grasp the ever-changing business opportunities.2, new ideas, to shape employee behavior.Shaping the behavior of employees is a corporate culture an important part. For those who play the leading role in e-commerce companies, the most is neither a shortage of raw materials, nor money; neither the technology nor the emerging markets, but lack of talent. The twinkling of an eye and talent for the future to plug the wings of imagination. ? McKinsey & Company, president of the United States Ed Michaels said: "is not difficult to raise funds, a smart business strategy can be imitated.Technology half-life has been shortened for many of today's companies, talent is the primary competitive advantage factor. " Today, managers realize that in today'seconomic globalization, e-commerce and network speed of the global market, ownership of talent from the established elite business decisions quickly is critical. E-commerce businesses depend on employees' ingenuity and initiative to make closer to consumers, the decision to market faster response.E-commerce, focusing on service, but electronic means. E-commerce can also be said of electronic services, the Internet to the service of humanity, the core service is not technology, but the corporate culture, quality of the staff; Internet economy is the service economy, rather than the technical and economic, the network platform for consumer transactions, environment is not a merchandise display; manufacturers not simply suppliers or vendors, but service providers, who have better service than anyone else, who earn more money.In the new e-commerce environment, the most successful companies in the past only to give new employees to enjoy the respect of customers: their equality through the creation of an elite management system to meet the employees engaged in meaningful work and the desire to create wealth. They generously reward employees for good performance, not just cash, but also allow them to have ownership of enterprises, 3, the leader personally, keep valuesIn decision-making behavior in e-commerce businesses, innovation is very important. First, the organizational structure to be from the original pyramid, top-down, hierarchical control structure of the network to the new organizational structure transformation. Second, the management focus from capitalmanagement to knowledge management. Knowledge management is the use of collective wisdom to improve responsiveness and innovation. Third, the new management ideas and methods are emerging. In the information age and network conditions, the new economy and created many new management ideas and management methods, such as flexible manufacturing, distributed manufacturing, agile manufacturing, business process reengineering, learning organizations, manufacturing resource planning and other new ideas and new methods .The founder of e-business and business operations will encounter variousunexpected difficulties and frustrations: such as financial risk, trading risk, and increasingly competitive market, if subjected to any eventuality, no toughness will completely collapse. Therefore, entrepreneurs should be afraid of failure, afraid of setbacks and indomitable courage, devotion to the cause should be, afraid of risk, risk-taking spirit.电子商务企业文化重建随着网络时代电子商务大规模发展，电子商务企业文化随之产生，它在一个企业产生一种新的价值观，使企业内部资源得到从新整合，在为企业降低交易成本，提高效率，缩短生产周期等诸多好处的同时，也对已有的企业文化发起了挑战。
中英文企业文化
企业使命：改善人类健康，传播健康文化，倾情回报社会，促进社会文明进步。
Enterprise Mssion: Improving humanhealth, spreading healthy culture, repaying to our society with our feelings, promoting social progress of civilization.企业精神：敢为人先，拚搏进取，执着努力，务实求新，科学和谐。
Spirit of Enterprise:Daring to be the first, fighting our way upward, working hard, innovating pragmatically and science harmonious.企业宗旨：与时俱进，引导潮流，开创未来，服务人类。
Enterprise purpose:Advancing with times, guiding the trend, starting the future and serving human.企业目标：行业楷模，世界品牌。
Business goals:Being the model in our industry and being famous in the world brand.企业价值观：品牌+员工+社会奉献=企业价值。
Enterprise value:Brand + Staff + Dedication = the Value of Enterprise.企业理念：观念引导思路，思路促进创新，品质铸就品牌，效率提高速度，科学创造完美。
Corporate philosophy:Concept guides the ideas, ideas promote innovation, quality casts brand, efficiency improve speed, science creates perfect.经营战略：品牌导向，市场先驱，资源整合，协调整体，分步实施，纵向推进。
企业文化英文怎么说
企业文化英文怎么说企业文化英文怎么说企业文化：corporate culturecorporate意思是社团的, 法人的, 共同的, 全体的所以说是用corporate知识扩展：企业文化内容根据企业文化的定义，其内容是十分广泛的，但其中最主要的应包括如下几点：经营哲学经营哲学也称企业哲学，源于社会人文经济心理学的创新运用，是一个企业特有的从事生产经营和管理活动的方法论原则。
它是指导企业行为的基础。
一个企业在激烈的市场竞争环境中，面临着各种矛盾和多种选择，要求企业有一个科学的方法论来指导，有一套逻辑思维的程序来决定自己的行为，这就是经营哲学。
例如，日本松下公司“讲求经济效益，重视生存的意志，事事谋求生存和发展”，这就是它的战略决策哲学。
价值观念所谓价值观念，是人们基于某种功利性或道义性的追求而对人们(个人、组织)本身的存在、行为和行为结果进行评价的基本观点。
可以说，人生就是为了价值的追求，价值观念决定着人生追求行为。
价值观不是人们在一时一事上的体现，而是在长期实践活动中形成的关于价值的观念体系。
企业的价值观，是指企业职工对企业存在的意义、经营目的、经营宗旨的价值评价和为之追求的整体化、个异化的群体意识，是企业全体职工共同的价值准则。
只有在共同的价值准则基础上才能产生企业正确的价值目标。
有了正确的价值目标才会有奋力追求价值目标的行为，企业才有希望。
因此，企业价值观决定着职工行为的取向，关系企业的生死存亡。
只顾企业自身经济效益的价值观，就会偏离社会主义方向，不仅会损害国家和人民的利益，还会影响企业形象;只顾眼前利益的价值观，就会急功近利，搞短期行为，使企业失去后劲，导致灭亡。
企业精神企业精神是指企业基于自身特定的性质、任务、宗旨、时代要求和发展方向，并经过精心培养而形成的企业成员群体的精神风貌。
企业精神要通过企业全体职工有意识的实践活动体现出来。
因此，它又是企业职工观念意识和进取心理的外化。
企业精神是企业文化的核心，在整个企业文化中起着支配的地位。
企业文化英语范文
Building a Vibrant Workplace: The Essence ofCorporate CultureIn the fast-paced and ever-evolving world of business, the significance of corporate culture cannot be overstated. It is the invisible force that shapes the identity, values, and behaviors of an organization, influencing every aspect of its operations. A robust corporate culture not only fosters a positive work environment but also acts as a critical competitive advantage, differentiating a business from its peers.At its core, corporate culture is the shared beliefs, behaviors, and values that guide the decision-making and interactions within a company. It is the DNA of an organization, influencing how employees think, act, andfeel about their work. A strong culture aligns the goals and aspirations of individuals with those of the organization, creating a sense of purpose and belonging.To cultivate a vibrant corporate culture, it is essential to prioritize the following key elements:**Clear Vision and Values:** A company's vision and values should be clear, concise, and resonate deeply withits employees. These values should guide every decision and action, ensuring that the organization remains true to its core purpose.**Inclusive Environment:** A culture of inclusivity fosters diversity, creativity, and innovation. By embracing a range of perspectives and backgrounds, companies can leverage the unique talents and insights of their workforce, leading to better decision-making and stronger performance. **Leadership Development:** Leadership plays a pivotal role in shaping corporate culture. Leaders should embodythe values of the organization and lead by example, encouraging employees to follow suit. Additionally, they should provide opportunities for growth and development, helping employees reach their full potential.**Communication and Transparency:** Effective communication is essential for building trust and maintaining a positive work environment. Companies should strive to communicate openly and transparently, keepingemployees informed about key decisions, challenges, and opportunities.**Work-Life Balance:** Encouraging a healthy work-life balance is crucial for maintaining employee engagement and satisfaction. Companies should provide flexible work arrangements, promote a culture of well-being, andrecognize the importance of personal time and hobbies.By prioritizing these elements, companies can create a corporate culture that is vibrant, engaging, and alignedwith their strategic goals. Such a culture not onlyattracts and retains top talent but also acts as a powerful tool for driving performance, innovation, and sustained success.**塑造活力充沛的工作场所：企业文化的精髓**在快速变化和不断演进的商业世界中，企业文化的重要性不容忽视。
企业文化英文
企业文化英文Corporate Culture Corporate culture refers to the beliefs, values, norms, and behaviors that shape an organization's functioning and define its identity. It encompasses the shared values and practices that guide employees' interactions and decisions, ultimately influencing the overall success of the company. In this article, we will explore the importance of corporate culture and its impact on organizational performance.The Role of Corporate CultureCorporate culture plays a vital role in shaping the behavior and attitudes of employees. It sets the foundation for the organization's values, guiding principles, and overall goals. A strong corporate culture fosters a sense of belonging, encourages teamwork, and motivates employees to strive for excellence.One of the primary functions of corporate culture is to establish a shared identity among employees. It provides a sense of purpose and direction, aligning individual objectives with the organization's mission. When employees feel a strong connection to the company's values and vision, they are more likely to be engaged and invested in their work.Moreover, corporate culture influences decision-making within the organization. It sets the boundaries for acceptable behavior and helps employees make ethical choices. By providing a clear framework for decision-making, corporate culture ensures consistency and accountability among employees, which is crucial for maintaining the company's reputation and integrity.Creating a Positive Corporate CultureBuilding a positive corporate culture requires a deliberate effort from leaders and managers. Here are a few strategies to foster a healthy and inclusive corporate culture:1. Define core values: Start by defining the core values that reflect the desired culture of the organization. These values should align with the company's mission and serve as guiding principles for all employees.2. Lead by example: Leaders and managers play a crucial role in setting the tone for the organization. By embodying the values and behaviors they expect from their employees, they can influence the overall corporate culture.3. Encourage open communication: Promote a culture of transparency and open feedback. Encourage employees to voice their opinions, concerns, and ideas, fostering an environment of trust and collaboration.4. Recognize and reward achievements: Recognize and reward employees who embody the desired corporate culture and demonstrate exceptional performance. This reinforces the importance of the values and behaviors the organization values.Benefits of a Strong Corporate CultureA strong corporate culture can yield numerous benefits for an organization, positively impacting both employees and the bottom line. Some of the benefits include:1. Employee satisfaction and retention: A positive work environment anda strong sense of culture can increase employee satisfaction and reduceturnover rates. When employees feel valued and connected to the organization, they are more likely to stay committed in the long run.2. Improved productivity: A strong corporate culture promotes employee engagement and motivation, leading to increased productivity. When employees find meaning and purpose in their work, they are more likely to go the extra mile and perform at their best.3. Enhanced reputation: A positive corporate culture can enhance the organization's reputation among customers, partners, and the public. Companies with a strong culture are often seen as more trustworthy and reliable, attracting more business opportunities.4. Effective decision-making: A well-defined corporate culture helps guide decision-making throughout the organization. When employees understand the organization's values and principles, they can make decisions that align with the company's objectives and are in line with its ethical standards.ConclusionIn conclusion, corporate culture plays a crucial role in shaping an organization's identity and influencing its performance. A positive corporate culture fosters a sense of belonging and purpose among employees, leading to increased engagement and productivity. By prioritizing a strong corporate culture, organizations can reap the benefits of increased employee satisfaction, improved decision-making, and a positive reputation in the market.。
enterprise culture 企业文化
The enterprise culture is a headspring of enterprise's increasing force, and the soil for the enterprise success.The enterprise culture is a gold spirit asset of Coslight, and a immateriality asset of Coslight. Through the continue, convection enterprise spirit and value of enterprise to make Coslight has a strong centripetal force and coherence force. The Coslight-person convinces: Only to put modern culture melt into enterprise, to model enterprise's visualize, to brighten the enterprise spirit, then the Coslight has its 21 century's developing culture.The new century's first light of morning is starting in dark, the Coslight-persons with full ardour are working out a strong and vigorous step; bring a seeking of progress and developing and a endless longing to modern civilization. The Coslight-persons will use self-intelligence brain to write a new enterprise culture with the characteristic of Coslight.The Ideal of CoslightThe operation ideal is a important consisted part of Coslight, and a philosophic, practicability guide thinking which was accumulated in developing course of Coslight, it contains a endless force for tomorrow development of Coslight-persons.Enterprise Strategy:Seeking quality, Exceeding uncommon, and Standing on China, Working to word.Enterprise ManagementRationalization system, Rigorous organ, Scientific method, Specialization personnel, Modernization means, Lead thought.Talent Ideal:Respecting person's value, Digging person's potential ability, Modeling talent with Coslightcharacteristic.Quality Ideal: Seeking the highest quality level in world.Service after Sale: letting yours satisfactory, promoting us to developing.CEO(Chief executive officer)首席执行官类似总经理、总裁，是企业的法人代表。
企业文化 翻译
企业文化翻译Corporate culture is the collective values, beliefs, attitudes, and behaviors that characterize an organization. It is essentially the personality of a company and shapes the way employees interact with each other, as well as the way they work and make decisions.A strong corporate culture can contribute to the success of an organization by promoting employee engagement, productivity, and loyalty.There are several key components that make up a company's culture. Firstly, there are the company's core values, which are the fundamental beliefs and principles that guide the organization's actions. These values can include things like integrity, teamwork, innovation, and customer focus.Secondly, there is the company's mission, which is the reason for its existence and the overall purpose it serves. It is meant to inspire and motivate employees, as well as provide a sense of direction for the organization.Another important component of corporate culture is the company's vision, which is a future-oriented statement that describes what the organization aspires to be. It is meant to be a long-term goal that guides strategic planning and decision-making. Furthermore, there are the company's norms and behaviors, which are the unwritten rules and expected behaviors that govern how employees interact with each other. These can include things like communication styles, dress codes, and work ethics.Lastly, there is the company's physical environment, which includes the layout of the workplace and the design of the office space. This can greatly influence the company's culture by promoting collaboration, creativity, and employee well-being.In order to develop a strong and positive corporate culture, organizations need to clearly define their core values, mission, and vision, and communicate them to employees. This can be done through various means, such as employee training programs, regular company-wide meetings, and internal communications.It is also important to reinforce the desired culture by recognizing and rewarding behaviors that align with it. This can be done through performance evaluations, employee recognition programs, and other forms of positive reinforcement.A strong corporate culture can have a number of benefits for an organization. It can help attract and retain top talent, as well as foster a sense of pride and belonging among employees. It can also enhance teamwork and collaboration, as well as improve employee satisfaction and engagement.Moreover, a positive corporate culture can also have a positive impact on the company's bottom line. Studies have shown that organizations with strong cultures perform better financially than those without, as employees are more motivated, productive, and innovative.In conclusion, corporate culture is a vital aspect of any organization. It shapes the way employees think, behave, and work,and plays a crucial role in the overall success and well-being of the company. Therefore, it is important for organizations to actively cultivate and maintain a strong and positive culture.。
企业文化的英语
企业文化的英语Corporate culture is the set of shared values, beliefs, and attitudes that characterize an organization and guide its practices and behaviors. It is the foundation upon which a company's operations, decision-making, and employee interactions are built. A strong and positive corporate culture can be a powerful driver of organizational success, fostering employee engagement, productivity, and innovation. Conversely, a weak or dysfunctional culture can hinder a company's progress and undermine its competitive advantage.At the heart of a company's culture are its core values - the principles and ideals that guide its actions and define its identity. These values shape the way employees think, feel, and behave, and they are often reflected in the organization's policies, processes, and daily practices. For example, a company that values innovation and risk-taking might encourage its employees to experiment with new ideas and take calculated risks, while a company that prioritizes customer service might instill a strong service orientation in its workforce.Beyond the core values, corporate culture also encompasses theorganization's leadership style, communication patterns, decision-making processes, and overall work environment. The way managers interact with their teams, the level of transparency and open communication, and the degree of employee empowerment and autonomy all contribute to the overall cultural landscape.Effective corporate culture is not something that can be imposed from the top down but rather a collective effort that involves all members of the organization. Leaders play a crucial role in shaping and nurturing a positive culture, serving as role models and setting the tone for the rest of the company. They must be able to articulate the organization's values, inspire and motivate employees, and foster a sense of belonging and shared purpose.At the same time, employees at all levels have a responsibility to uphold and reinforce the company's cultural values through their daily actions and behaviors. This might involve adhering to established norms and protocols, collaborating effectively with colleagues, and embracing a continuous learning mindset.One of the key benefits of a strong corporate culture is its ability to attract and retain top talent. Employees are increasingly seeking out organizations that align with their personal values and offer a positive and fulfilling work environment. A company with a well-defined and authentic culture can differentiate itself in the jobmarket, making it more appealing to prospective candidates who share its values and aspirations.Moreover, a strong corporate culture can foster a sense of belonging and loyalty among employees, leading to higher levels of engagement, job satisfaction, and productivity. When employees feel that their values and contributions are valued and recognized, they are more likely to go the extra mile, collaborate effectively, and take initiative to drive the organization forward.Another important aspect of corporate culture is its impact on organizational performance and competitiveness. A culture that encourages innovation, risk-taking, and continuous improvement can help a company stay ahead of the curve and adapt to changing market conditions. Conversely, a culture that is rigid, risk-averse, or overly bureaucratic can stifle creativity and limit a company's ability to respond to new challenges and opportunities.Developing and maintaining a positive corporate culture is not without its challenges, however. Organizations must be vigilant in ensuring that their culture remains aligned with their strategic objectives and responsive to evolving market demands. This may involve regularly reviewing and refining the company's values, updating policies and practices, and providing ongoing training and development opportunities for employees.Additionally, companies must be mindful of the potential for cultural conflicts and subcultures to emerge within the organization, particularly as it grows and diversifies. Effective communication, conflict resolution, and change management strategies are essential in navigating these challenges and fostering a cohesive and inclusive culture.In conclusion, corporate culture is a critical component of organizational success, shaping the way employees think, feel, and behave, and ultimately driving the company's performance and competitiveness. By cultivating a strong and positive culture, companies can attract and retain top talent, foster employee engagement and productivity, and position themselves for long-term success in a rapidly changing business landscape.。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
毕业设计(论文)外文资料翻译学院（系）：计算机科学与技术学院专业：信息管理与信息系统姓名：学号：外文出处： European Management Journal Vol.19,No.3,pp.268–275,2001 附件： 1.外文资料翻译译文；2.外文原文。
附件1：外文资料翻译译文原文来源：欧洲管理杂志卷，2001年11月19日，第3期，268页-275页。
企业文化在过去十年中'企业文化'对组织整体的绩效有重要影响已成为公认的事实（锡尔和马丁，1990年显着影响;科特和赫斯克特，1992年）。
或明示或暗示，它已被推定，企业文化会影响一个公司的整体财务表现。
尽管有这一推定，但是很少有针对企业文化对财务绩效的影响的实证研究。
不过这有一个例外，科特和赫斯克特（1992）对不同的公司进行了宏观层面上研究，比较了（先验）'强势文化公司'与'弱势文化的样本公司（1992年，第19页来自22个不同行业）。
不过，他们和其他人一样也没有针对某一家单一的公司中企业文化对财务绩效影响的研究。
在某种程度上，这可能是因为难于获得适当的研究点。
不过，这是我们对这一现象的认识分歧。
因此，本文的目的是发现在某单一公司中企业文化对财务绩效的影响。
它提供了一个比较难得的机会，去探讨企业文化与财务绩效之间的关系。
文化的本质企业文化的概念已经融入管理词汇和思想中。
虽然有许多不同的概念，但大至的中心是企业文化关系到组织的核心价值观。
反过来，价值观对组织、基础决策和行为有重要影响。
所有组织都有自己的文化或影响组织成员行为的价值观，如客服，绩效标准，创新能力等。
越来越多的组织把他们的成功归因于他们的文化管理。
例如，星巴克咖啡公司，在过去的十年该公司已经从只有西雅图的两个零售店发展成又有2500家店的跨国公司，他们将他们的文化视为其成功的关键因素，具体来说，该公司的发展模式是：“我们对待我们的员工的方式会影响员工对待客户的方式，反过来，我们的成功，其中包括财务业绩。
”这种信念导致了该公司的大量员工去实践旨在提高对公司的自我认同。
这些措施包括广泛使用股票期权和对每周工作超过二十小时的员工提供全额补贴。
在多领域中的企业文化影响企业行为和决策。
然而，似乎在四个关键领域中，所有组织必须管理好自己的文化和价值观：（1）客户服务，（2）员工或人力资本的管理，（3）组织性能标准，以及（4）问责意识。
这些是所有组织应该关注的企业文化的关键领域。
当然，也有很多其他的组织绩效应受关注，但这些往往是对一些特殊的公司。
这种额外的领域可以包括在创新，企业公民意识，对变化的开发程度，以及其他。
文化与组织绩效企业文化影响企业绩效的基本模式基是基于以下几个关键点：第一，文化会影响目标的实现。
更具体地说，具有强势文化的公司比有弱势文化的公司更容易实现自身目标。
由于有可靠的动机，所谓的强势文化组织被认为有较高的成功率，正如科特和赫斯克特所说，强大的文化说经常被认为有助于提高绩效，因为它们在员工创造了一个不寻常的动机水平（1992年，第16页）。
除了文化和财务绩效之间关系的假设外，文化也已经被视为是实现组织绩效和成功的重要组成部分（Flamholtz和兰德尔，1998年，2000年）。
研究发现企业文化是组织实现其功能的六要素之一。
并反过来，也包括影响财务绩效（福莱姆霍特兹，1995年; 福莱姆霍特兹和兰德尔，1998年，2000年）。
具体来说，企业文化已被视为是一个成功组织应具备的关键模块。
这一模式，将受到进一步的实证研究支持（福莱姆霍特兹和艾克，2000年）。
研究问题本文研究一般问题是：企业文化和财务绩效之间是否存在一定的关系？具体研究问题是：企业文化和财务绩效之间的决定因素。
结果所得的数据比照后的结果显示在下图中。
X轴显示“分区协议与企业文化的分数”。
这能衡量企业文化和存在于各部门中的文知觉间的相似程度，它可以被看作是一种衡量各部门“买进”文化的方法。
在某种程度上人们认为，他们各部门的行为是与公司期望的文化一致的。
Y轴表示各部门的EBIT（息税前利润）值。
附件2：外文原文Source：European Management Journal Vol. 19, No. 3, pp. 268–275, 2001Corporate CultureDuring the past decade it has become recognized that ‘corporate culture’ has a significant impact on overall organizational performance (Siehl and Martin, 1990; Kotter and Heskett, 1992).Explicitly or implicitly, it has been presumed that corporate culture affects the overall financial performance of a firm.In spite of this presumption, there has been very little empirical research dealing with the financial effects of corporate culture. In one notable exception, Kotter and Heskett (1992) conducted macro-level research on different companies, and compared samples of (a priori) ‘strong culture companies’ with ‘weak culture companies’ (1992, p. 19) from 22 different industries.However, neither they nor others have done much research on the effects of culture on financial performance of asingle firm. In part, this might be due to the difficulties of gaining a suitable research site. Nevertheless, there is a gap in our understanding of this phenomenon. Accordingly, the purpose of this article is to report the results of a field study of the impact of corporate culture on the ‘bottom line,’ or financial performance, of a firm. It presents the results of a relatively singular opportunity to investigate the relationship between corporate culture and financial performance in a single firm.The Nature of CultureThe concept of corporate culture has become embedded in management vocabulary and thought.Although there are many different definitions of the concept, the central notion is that culture relates to core organizational values. In turn, values are things which are important to organizations and underpin decisions and behavior. All organizations have cultures or sets of values which influence the way people behave in a variety of areas, such as treatment of customers, standards of performance,innovation, etc. An increasing number of successful organizations have, at least in part, attributed their success to effective culture management.For example, Starbucks Coffee Company, which has grown from just two retail stores in Seattle (USA) to more than 2500 stores world-wide during the past decade, views culture as a critical factor in the organization’s success (Schultz and Yang, 1997; Flamholtz and Randle, 1998). Specifically, the company’s paradigm is that: ‘the way we treat our people affects they way our people treat our customers, and, in turn, our success, which includes financial performance.’ This belief has led the company to a number of human resource practices that are designed to enhance people’s feeling of being valued by the company. These include the widespread use of stock options and the practice of providing full benefits to all employees who work more than 20 hours per week.There are many areas in which corporate culture influences behavior and decision-making. However, there appear to be four key areas in which all organizations must manage their culture or values: (1) the treatment of customers, (2) the treatment of an organization’s own people or hum an capital, (3) standards of organizational performance, and (4) notions ofaccountability. These are the ‘key areas of cultural concern’ for all organizations. Naturally, there are also many other areas of organizational performance that are of concern, but these tend to be more idiosyncratic to specific firms. Such additional areas can include beliefs with respect to innovation, corporate citizenship, openness to change, as well as others.Culture and Organizational PerformanceThe basic paradigm underlying the notion that culture affects performance is based upon a few keyideas. The first is that culture affects goal attainment. More specifically, companies with ‘strong’ cultures are more likely to achieve their goals than those with relatively ‘weak’ cultures. So-called ‘strong-culture organizations’ are thought to have a higher degree of organizational success (measured in market value or other financial measures of performance), because of a believed link to motivation. As stated by Kotter and Heskett, strong cultures are often said to help business performance because they create an unusual level of motivation in employees (1992, p.16).In addition to the hypothesized relationship betweenculture and financial performance, culture also has come to be viewed as component of other organizational effectiveness or success models (Flamholtz and Randle, 1998, 2000). It has been theorized that the role of culture, as part of a six factor framework, explains organizational effectiveness and, in turn, financial performance (Flamholtz, 1995; Flamholtz and Randle, 1998, 2000). Specifically, culture has been viewed as a critical organizational development area, or key strategic building block, of successful organizations. This framework has, in turn, been supported by further empirical research (Flamholtz and Aksehirli, 2000).Research QuestionThe general research question this article addresses is: Is there a relationship between a corporate culture and the financial performance of an organization? There was also a more specific research question in the context of this study. We were interested in determining the relationship between: (1) the extent to which people in the divisions accepted the stated culture of the company and (2) the company’s financial performance.ResultsThe data derived and used in this comparison are shown in a graph in Figure 3. The x-axis shows a ‘divisional agreement with corporate culture score.’ This is a measure of the degree of similarity between the desired corporate culture and the culture perceived to exist in each division. It can be viewed as a measure of cultural ‘buy-in’ by the divisions. The y-axis presents EBIT values for the various divisions.。