企业文化建设(英文)IntroductionIn any companies has its own culture. Some culture is strong, others culture is weak. No matter the culture is strong or weak that will impac t on the development of enterprises. Therefore, enterprises should also tak e effective measures to maintain the corporate culture. Wegman is a groce ry store. He has a strong corporate culture, but also affect their employee s follow the Wegman's culture.Strong and Weak CultureDefinition of Strong and Weak cultureAn organization must be composed of both a variety of cultural. So we can divide these into strong and weak culture, according to different a ttributes of cultures. Strong Culture is the key values are strongly held an d widely recognized cultural organizations by the public. Strong Culture w ill restrict a manager's decision-making related to choice of all manageme nt functions. It determines what people should do or not do anything. Or ganizations have strong cultures have a very clear recognition of the valu e. Strong cultural impact for the employee's behavior, and reduce staff tur nover have more direct contact. On the contrary, (Philip Kotler & Gary A rmstrong , [M] 2010 ) Weak Culture is the key values that cannot be wi dely accepted and strongly insist cultural organizations.In a strong culture, the organization's core values are both strongly h eld and widely shared. The more members who accept the core value and the greater their commitment to those value is, the stronger culture is. C onsistent 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.The culture of WegmanCharacterize Wegman's culture is a Strong Culture. Strong culture for the greater impact of employee behavior, and reduce staff turnover have a more direct relationship. A special result of a strong culture should be l ower employee turnover. (Robbins, S.P. and Coulter, [M], 2007) A strong culture demonstrates high agreement among members about what the orga nization standers for. Such unanimity of purpose builds cohesiveness, loyal ty and organization commitment. These qualities, in turn, lessen employee s’propensity to leave the organization.In general, grocery stores are not considered as a good place to wor k. Compared with other professions, Low income is in this profession. Th e 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 illustrio us career, many employees at Wegman view working for the company as their career. This is because there is a strong culture of Wegman; it can cultivate working interest of employees so that employees take pride at work. Employees and the company formed a consistent identity.How Wegman’s cultural to influence staffWegman want to let the culture which is dynamic, happy, mutual ai d, loyalty can affect every employee, and will sustain this culture. Theref ore, the Wegman has done a lotIngrained managersWegman's culture is ingrained in the senior managers. More than half of these managers start working here since a teenager. Wegman's cultural impact on them is profound. They have been working at Wegman at lea st two decades; their feelings of Wegman are deep. Their understanding o f the company's culture is also very thorough. Thus, these managers leade rship employees, they will follow the Wegman's culture, which can cultivate a loyal Wegman's employees. This enables the formation of cultural he ritageCareful selection employeesWegman’s is very carefully in selecting employees. Employees at We gman are not selected based on the mental ability or experience, but in t he interest of the candidates as a judgment standard. Wegman wish to hir e employees a real interest in food, they can help the company maintain concerned on the delicious food. Such employees are in line with Wegma n's own culture, they are also more likely to accept the company's other cultures.Cautious expansionBecause Wegman’s carefully selects employees. So the growth is oft en slow and meticulous, with only two new stores opened each year. Whi le this rate of expansion is slow but it can ensure that each store contain s a strong culture of WegmanWhen a new store is opened, employees fro m 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.Wegman's CultureThe primary source of Wegman's cultureThe organization's current customs, tradition, and the general way of doing things are largely due to what it in has done before and degree of success it has had with those endeavors. This leads us to the ultimate s ource 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 doi ng something for future. They do not accept the previous practice or the shackles of ideology. (Li Sufang [J] 2009) A typical feature of the new organization is small size. This is further beneficial that the founder imposi tions of their own vision on all members. There are three ways to create a cultural.First: founders hire and keep only employee who think and feel the same way they do.Second indoctrination and socialize employees to their way of thinkin g and feeling.Finally founders’own behavior acts as a role model that encourage employees to identify with them and thereby internalize their beliefs, valu es, and assumption.Wegman's flagship store located in New York, which is the brothers of John and Walter Wegman founded in 1930. Its special feature is a cof fee shop that seated in the store can accommodate 300 people. Obviously, founders pay attention to the delicious foods highly. Therefore, they hire people who are really interested in food. This helps to maintain the foun ders’ideas focusing on the food, creating the original Wegman's culture. Wegman's development it seems to be successful today. Thus, the founder s’attention to the delicious food becomes seen as a primary determinant of that success. His successor is constantly strengthened and developed ne w cultures, such as increased employee benefits. At this point, the founde rs’entire personality becomes embedded in the culture of the Wegman.Sustain own cultureOnce a culture is in place, there are practices within the organization that act to maintain it by giving employees a set of similar experiences. The selection process, performance evaluation critical, training and develo pment activities, and promotion ensure that those hired fit in with the cul ture, reward those who support it. (Stephen P. Robbins & Timothy A. Jud ge [M] 2008) In sustain Wegman’s cultural process, mainly used two me thods: Selection practices, the actions of top management.Selection practicesThe explicit goal of the selection process is identify and hire individ uals who have the knowledge, skills, and abilities to perform the job with in the job within the organization successfully. Wegman is a food store, h e 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 company in the selection staff process insis ted the Wegman culture, screening out those who are not interested in fo od, or threaten Wegman's culture.The actions of top managementAnother ways to maintain company's culture——SocializationIn addition to selection practices and acting of top management, main tained organization culture approach there are many types. Socialization is an effective method. No matter how good organization does in staff sele ction and recruitment, new employees cannot fully adapt to the organizati onal culture. Because they are not familiar with the organization's culture. (Stephen P. Robbins & Timothy Judge [M] 2008) New employees are li kely to disturb the concepts and habits that are in placed in organization. Organizations will, therefore, need to help new employees adapt to the o rganization's culture. The adaptation process is called socialization Socialization can be divided into three stages. Prearrival Stage: Includ ing all learning activities occurred before the new members to participate in Organization. During this phase, we can clearly see each individual's di fferent values and expectations of the company. Encounter Stage: At this stage, new members can see the true character of the organization. New e mployees may face to disconnected problem between personal expectations and reality. The period is a crucial stage of the process socialization. It is when the organization seeks to mold the outsiders into an employee “i n good standing”Metamorphosis Stage: To solve the problem during thecollision may last a relatively long period of time. The new employee ma sters the skills required for the job that successfully performs the new rol es, and makes the adjustments to the work group’s values and norms.For example, at Limited Brands, Newly appointed vice president and regional director through One month training program, it called “onboardi ng”. Purpose is to allow these senior executives integrate into the compa ny's culture. During the month they have to no direct responsibilities for t asks associated with their new positions. Instead, they spend all their wor k time meeting with other senior leader and mentors working the floors o f retail stores, evaluating employee and customer habits, investigating the competition, and studying Limited Brands’past and current operations.Learn Culture in WegmanHow to learn Wegman's cultures——StoriesWegman use a part-time in the company's 19-year-old college student s Sara as an example. He always remembers John Wegman for her help t o display shop full of praise. “I love this place”she says. “If teaching does not work, I would do a full-time at Wegman”Wegman’s with sp ecific story shows that working in the Wegman is a matter of pride for t he employees. This method is an important reason for the success of Weg man's culture. Reflects, among employees and Wegman, have a strong coh esion. Frequently described such stories, it provide a good explanation and channel to understand the Wegman's culture for Wegman's employees, es pecially new employees.Another ways t to learn company’s cultureEstablishment of a fixed ritualRituals are repetitive sequences of activities that express and reinforce the key values of the organization—what goals are most important, whic h people are important, and which people are expendable. Wegman can create their service standards into the slogan, requiring employees to read o ut loud every morning, as an incentive way to the employees to follow c orporate culture. Morning, we began to work, reading the slogan can incr ease employees' motivation. for work, can also remind staff to allow empl oyees more memorizing Wegman's culture Through this ceremony, member s of the Wegman's closely linked, and to strengthen the Wegman's culture, among the staff.Creation of material symbolThe layout of corporate headquarters, the type of automobiles top exe cutives are given, and the presence or absences of corporate aircraft are a few exemplas of material symbol. Wegman can set their own material sy mbol, such as the size of the office at different levels, various positions of office furniture grade, the additional allowances and clothing to senior manager. These materials convey to staff such a symbol of information th at who is important, the degree of what equality by executives expects, a nd what behavior is appropriate. As Wegman's culture believes that manag ers and ordinary employees is not much difference, they are very concern ed about the employees and many generous benefits to employees. So the material symbol may not be obvious in Wegman.Using the internal languageOrganizations, over time, tend to develop some specific terms, the int ernal language, to describe with equipment, office, key personnel, supplier s, customers, which related to their business. Wegman and departments wi thin the Wegman should create some internal language, and use these lan guages as a way to identify members of Wegman culture or subculture. I n general, Wegman's employees just entered would be confused by these phrases and jargon, but about six months later, these elements will be tur ned into part of their language. Once employees who mastered this internal language, it formed employees of the common features with Wegman’s culture. This also conducive to the protection Wegman’s culture The most effective way to learnI think the most effective method is to structures and provide a learn ing platform for employees. Learning platform refers to that everyone part icipated equal, interactive communication, and exchange and sharing of lea rning spaces, learning opportunities and learning tools.The main forms are: network learning, books databases, training, conf erences, and study room. The company has a bright and spacious library staff can support all kinds of learning materials and a good learning plac e; maturing of the internal and external training would provide employees with the opportunity to update professional knowledge; modern networke d office conditions can offer employees with more learning opportunities. This able to create a learning environment that can advocate the idea of at work to learn, the learning to work, to create a good learning environ ment and opportunities for the staff. So that learning will become a cultur e.The Importance of CultureIn order to develop, enterprises must seek more scientific, more syste matic and complete management system. Culture provides the necessary or ganizational structure and management mechanisms. Contemporary compani es to maintain steady and continuous development must be develop its ow n unique corporate culture. Building of enterprise culture has an important role for enterprise development strategies, improve enterprise managemen t.Promote to improve the core competitivenessCorporate cultures promote to improve the core competitiveness of en terprises. In the widely shared values under the guidance of business practices, employees will have a sense of belonging, mission, and identify wit h corporate image. (Guo Songyang [J] 2006) Corporate culture is the inte rnal dynamics of enterprise development. This is mainly embodied in the three functionsCohesion function. It can put people together tightly; make their purp ose clear and coherent. As long as the fundamental goal choosing the rig ht company, we can make the corporate profits of most of the workers u nify and form a strong cohesiveness.Oriented functions. Corporate values and entrepreneurial spirit can put forward long-term significance for the company development strategy. Co rporate culture is the fundamental basis for the development of competitiv e strategies and policies in the market competition.Motivate function. Motivation is a kind of spiritual power and status, which mobilize and stimulate enthusiasm, initiative and creativity of wor kers. It allows employees to find the goal, and the opportunity to play tal ent.To the Besunyoung’s culture as an exampleBesunyoung in the corporate culture, "integrity, pragmatic, innovative" business philosophy is highly respected. Based on this, Besunyoung creat e a good team, both in market research and planning or product promotio n. Besunyoung have been in this business philosophy, as the cornerstone of development. And created a lot of "Besunyoung" miracle in the domest ic field of health tea.（Zhou Yunhe & Luo Wen [J] 2010) Besunyoung rai sed the requirements of a sense of ownership. It is that to each individua l regard company as their own home, to promote the work actively. This concept, not only serve as a cohesiveness, to unite its members, but also play a role in adaptation, for the employees to create a good environment and atmosphere. Attention to personnel training can be said that is the most critical aspect of Besunyoung culture. Besunyoung structures an openplatform for their employees’growth, building a unique culture of Besu nyoung. Practice shows that Besunyoung cultural infiltration in the organiz ational structure, employee behavior, the site is the soul of Besunyoung a nd lasting power, is also fundamental development.ConclusionSuccessful companies have in common is that they have a unique cul ture and give full play orientation, cohesion, incentive, such as the domin ant company ideology, values, beliefs and so on. Through the corporate c ulture allows us can find ways to establish and cultivate the character y, innovation, service awareness company desired, to promote enterprise’s d evelopment with healthy and harmonious.ReferencesGuo Songyang [J] 2006. Enterprise Culture How to Realize Effective Performance Management. 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