企业文化建设(英文)

Report
Introduction
In any panies has its own culture. Some culture is strong, others culture is weak. No matterthe culture isstrong 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 posed 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 Culturewill restrict a manager's decision-making related to choice of all management functions. It determines what people should do ornot 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 widelyshared.The more members who accept the core value and the greater their mitment 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, 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 mitment.
These qualities, in turn, lessen employees’ propensity to leave the organization.
In general, grocery stores are not considered as a good place to work.pared with other professions, Low ine 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 pany 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 pany formed a consistent identity.
1.3 How Wegman’scultural to influence staff
Wegmanwant 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 thesenior managers. More than half of these managers start working here since ateenager. Wegman's cultural impact on them is profound. They have been working at Wegman at least two decades; theirfeelings of Wegmanare deep.
Their understanding of the pany'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 selectedbased 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 pany maintain concerned on the delicious food.Such employees are in line with Wegman's own culture, they are also more likely to accept the pany'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 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 Culture
2.1 The primary source of Wegman's culture
The 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 theultimate source of an organization’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 smallsize.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 employeesto their way of thinking and feeling.
●Finally founders’ own behavior acts as a role model that encourage employees to identify with
them and thereby internalize their beliefs, values, and assumption.
Wegman's flagship store located in New York, which is the brothers of John and WalterWegman founded in 1930.Its special feature is a coffee shop that seated in the store can acmodate 300 people. Obviously, founders pay attention to the delicious foods highly.
Therefore, they hire peoplewho 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 bees seen as a primary determinant of that success. His successor is constantly strengthened and developed new cultures, such as increased employee benefits. At this point, the founders’
entire personality bees embedded in the culture of the Wegman.
2.2 Sustain own culture
Once a culture is in place, there are practiceswithin 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, rewardthose 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 practices
The explicit goal of the selection process is identify and hire individuals who have the
knowledge, skills, and abilities to perform the job within the job within the organization
successfully. Wegman is a food store, he hired staff, of course, is interested in food as a
condition of selection.This selection criteria and Wegman's culture to maintain have a
significant relationship. In this way, the pany in the selection staff process insisted the
Wegman culture, screening out those who are not interested in food, or threaten
Wegman's culture.
●The actions of top management
The 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's
first generation of managers to focus on employee interest in food, so whether intentional
or not employees will pay attention to food’s concerns.Walter's son Robertserved as
President, he believed himself and the employee has not different,Walter's son as
president, he and the staff do not consider themselves different, so he immediately
increase the number of employees generous benefits, such as profit sharing and medical
coverage pletely paid for by the pany. Now the Wegman president is Robert's son Danny.
He continued to carry forward the Wegman's traditional of concerning for its employees
2.3 Another ways to maintain pany's culture——Socialization
In addition to selection practicesand acting of top management, maintained organization
culture approach there are many types.Socialization is an effective method. No matterhow goodorganizationdoesinstaff selectionand 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 arein placed in organization. Organizations will, therefore, need to help new employees adapt to the organization's culture.The adaptation process is called socialization Socialization 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 pany. Encounter Stage: At this stage, new members can see the true character of the organization. New employees may face to disconnectedproblem between personal expectations and reality. The period is a crucial stage of the process socialization.It is when the organization seeks to moldthe 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 directorthrough One month training program, it called “onboarding”. Purpose is to allow these senior executives integrate into the pany'sculture. 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, evaluatingemployee and customer habits, investigating the petition, and studying Limited Brands’ past and current operations.
3. Learn Culture in Wegman
3.1 How to learn Wegman's cultures——Stories
Each pany will circulated a number of small stories in panies. 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 pany's 19-year-old college students Saraas an example.
He always remembers JohnWegmanfor 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”Wegma n’s with specific storyshows that working in the Wegmanis 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 provide a good explanation and channel to understand the Wegman's culture for Wegman's employees, especially new employees.
3.2 Another ways t to learn pany’s culture
Except telling stories, Wegman also can transfer their corporate culture to subordinatesin many ways.Other effective methods like establishment of a fixed ritual, Creation of material symbol, and using the internal language.
●Establishment of a fixed ritual
Rituals are repetitive sequences of activities that express and reinforce the key values of the organization—what goals are most important, which people are important, and which people are expendable. Wegman can create their service standards into the slogan,
requiring employees to read out loud every morning, asan incentive way to the employees to followcorporate culture. Morning, we began to work, reading the slogan can increase
employees' motivation. for work, can also remind staff to allow employees more
memorizing Wegman's cultureThrough this ceremony, members of the Wegman's closely linked, and to strengthen the Wegman's culture, among the staff.
●Creation of material symbol
The 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 tosenior
manager.These materials convey to staff such a symbol of information that who is important, the degree of what equality by executives expects, and what behavior is appropriate. As Wegman's culture believes that managers and ordinary employees is not much difference, they are very concerned about the employees and many generous benefits to employees.So the material symbol may not be obvious in Wegman.
Using the internal language
Organizations,over time, tend to develop some specific terms, the internal language, to describe with equipment, office, key personnel, suppliers, customers, whichrelated to their business. Wegmanand departments within the Wegmanshould create some internal language, and use these languages as a way to identify members of Wegmanculture or subculture.In general, Wegman's employees just entered would be confused by these phrases and jargon, but about six months later, these elements will be turned into part of their language. Once employees who mastered this internal language, it formed employees of the mon featureswith Wegman’s culture.This also conducive to the protection Wegman’s culture
3.3 The most effective way to learn
I think the most effective method is to structures and provide a learning platform for
employees. Learning platform refers to that everyone participated equal, interactive munication, and exchange and sharing of learning spaces, learning opportunities and learning tools.
The main forms are: network learning, booksdatabases, training, conferences, and study room.The pany 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 conditionscan offer employees with more learning opportunities.This able to create a learning environment that can advocatethe idea of at work to learn, the learning to work, to create a good learning environment and opportunities for the staff. So that learning will bee a culture.
4. The Importance of Culture
In order to develop, enterprises must seek more scientific, more systematic and plete management system.Culture provides the necessary organizational structure and management mechanisms. Contemporary panies 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 petitiveness
Corporate cultures promote to improve the core petitiveness 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 and
coherent.As long as the fundamental goal choosing the right pany, 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 forward
long-term significance for the pany development strategy.Corporate culture is the fundamental basis for the development of petitive strategies and policies in the market petition.
●Motivate function. Motivation is a kind of spiritual power and status, which mobilize and
stimulate 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 example
Besunyoung in the corporate culture, "integrity, pragmatic, innovative" business philosophy is highly respected. Based on this, Besunyoung create a good team, both in market researchand planning or product promotion. Besunyoung have been in this business philosophy,as the cornerstone of development. And created a lot of "Besunyoung" miraclein 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 pany 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 Besunyoungculture.
Besunyoung structures an open platform for their employees’ 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.
Conclusion
Successful panies have in mon is that they have a unique culture and give full play orientation, cohesion, incentive, such as the dominant pany ideology, values, beliefs and so on. Through the corporate culture allows us can find ways to establish and cultivate the character y, innovation, service awarenesspanydesired, to promote enterprise’s development with healthy and harmonious.
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