ReportIntroductionIn any panies has its own culture. Some culture is strong, others culture is weak. No matter the culture is strong or weak that will impact on the development of enterprises. Therefore, enterprises should also take effective measures to maintain the corporate culture.Wegman is a grocery store. He has a strong corporate culture, but also affect their employees follow the Wegman's culture.1. Strong and Weak Culture1.1 Definition of Strong and Weak cultureAn organization must be 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 Culture will restrict a manager's decision-making related to choice of all management functions. It determines what people should do or not do anything. Organizations have strong cultures havea very clear recognition of the value. Strong cultural impact for the employee's behavior, andreduce staff turnover have more direct contact. On the contrary, (Philip Kotler & Gary Armstrong , [M] 20XX ) Weak Culture is the key values that cannot be widely accepted and strongly insist cultural organizations.In a strong culture, the organization's core values are both strongly held and widely shared.The more members who accept the core value and the greater their 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 WegmanCharacterize Wegman's culture is a Strong Culture. Strong culture for the greater impact of employee behavior, and reduce staff turnover have a more direct relationship.A special resultof a strong culture should be lower employee turnover. (Robbins, S.P. and Coulter, [M], 20XX) 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 isa strong culture of Wegman; it can cultivate working interest of employees so that employeestake pride at work. Employees and the pany formed a consistent identity.1.3 How Wegman’s cultural to influence staffWegman want to let the culture which is dynamic, happy, mutual aid, loyalty can affect every employee, and will sustain this culture. Therefore, the Wegman has done a lot●Ingrained managersWegman's culture is ingrained in the senior managers. More than half of these managers start working here since a teenager. Wegman's cultural impact on them is profound. They have been working at Wegman at least two decades; their feelings of Wegman are deep.Their understanding of the 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 employeesWegman’s is very carefully in selecting employees. Employees at Wegman are not selected based on the mental ability or experience, but in the interest of the candidates asa judgment standard. Wegman wish to hire employees a real interest in food, they canhelp the 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 expansionBecause Wegman’s carefully selects employees. So the growth is often slow andmeticulous, with only two new stores opened each year. While this rate of expansion is slow but it can ensure that each store contains a strong culture of WegmanWhen a new store is opened, employees from existing stores are brought into the new store to maintain the culture. The exiting employees are then able to transmit their knowledge and the store’s values to the new employees.2. Wegman's Culture2.1 The primary source of Wegman's cultureThe organization's current customs, tradition, and the general way of doing things are largely due to what it in has done before and degree of success it has had with those endeavors. This leads us to the ultimate source of an 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] 20XX) A typical feature of the new organization is small size.This is further beneficial that the founder impositions of their own vision on all members. There are three ways to create a cultural.●First: founders hire and keep only employee who think and feel the same way they do.●Second indoctrination and socialize employees to their way of thinking and feeling.●Finally founders’ own behavior acts as a role model that encourage employees to identifywith them and thereby internalize their beliefs, values, and assumption.Wegman's flagship store located in New York, which is the brothers of John and Walter Wegman founded in 1930. Its special feature is a coffee shop that seated in the store can acmodate 300 people. Obviously, founders pay attention to the delicious foods highly.Therefore, they hire people who are really interested in food. This helps to maintain the founders’ ideas focusing on the food, creating the original Wegman's culture.Wegman's development it seems to be successful today. Thus, the founders’ attention to the delicious food 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 cultureOnce a culture is in place, there are practices within the organization that act to maintain it by giving employees a set of similar experiences. The selection process, performance evaluation critical, training and development activities, and promotion ensure that those hired fit in with the culture, reward those who support it. (Stephen P. Robbins & Timothy A. Judge [M] 20XX) In s ustain Wegman’s cultural process, mainly used two methods:Selection practices, the actions of top management.●Selection practicesThe explicit goal of the selection process is identify and hire individuals who have theknowledge, skills, and abilities to perform the job within the job within the organizationsuccessfully. Wegman is a food store, he hired staff, of course, is interested in food as acondition of selection. This selection criteria and Wegman's culture to maintain have asignificant relationship. In this way, the pany in the selection staff process insisted theWegman culture, screening out those who are not interested in food, or threatenWegman's culture.●The actions of top managementThe actions of the top management also have a major impact on the organization’s culture.Top management, through what they say and behavior to establish the role model,penetrating into the organization used to maintain the organization's culture.Wegman'sfirst generation of managers to focus on employee interest in food, so whether intentionalor not employees will pay attention to food’s concerns.Walter's son Robert served asPresident, he believed himself and the employee has not different,Walter's son aspresident, he and the staff do not consider themselves different, so he immediatelyincrease the number of employees generous benefits, such as profit sharing and medicalcoverage 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 employees2.3 Another ways to maintain pany's culture——SocializationIn addition to selection practices and acting of top management, maintained organizationculture approach there are many types. Socialization is an effective method. No matter how good organization does in staff selection and recruitment,new employees cannot fully adapt to the organizational culture.Because they are not familiar with the organization's culture.(Stephen P. Robbins & Timothy Judge [M] 20XX) New employees are likely to disturb the concepts and habits that are in placed in organization. Organizations will, therefore, need to help new employees adapt to the organization's culture.The adaptation process is called socializationSocialization can be divided into three stages. Prearrival Stage: Including all learning activities occurred before the new members to participate in Organization. During this phase, we can clearly see each individual's different values and expectations of the pany. Encounter Stage: At this stage, new members can see the true character of the organization. New employees may face to disconnected problem between personal expectations and reality. The period is a crucial stage of the process socialization. It is when the organization seeks to mold the outsiders into an employee “in good standing”Metamorphosis Stage: To solve the problem during the collision may last a relatively long period of time. The new employee masters the skills required for the job that successfully performs the new roles, and makes the adjustments to the work group’s values and norms.For example, at Limited Brands, Newly appointed vice president and regional director through One month training program, it called “onboarding”. Purpose is to allow these senior executives integrate into the pany's culture. During the month they have to no direct responsibilities for tasks associated with their new positions. Instead, they spend all their work time meeting with other senior leader and mentors working the floors of retail stores, evaluating employee and customer habits, investigating the petition, and studying Limited Brands’past and current operations.3. Learn Culture in Wegman3.1 How to learn Wegman's cultures——StoriesEach pany will circulated a number of small stories in panies. They are usually the followingaspects: 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 Sara as an example.He always remembers John Wegman for her help to display shop full of praise. “I love this place” she says. “If teaching does not work, I would do a full-time at Wegman”Wegman’s with specific story shows that working in the Wegman is a matter of pride for the employees. This method is an important reason for the success of Wegman's culture. Reflects, among employees and Wegman, have a strong cohesion. Frequently described such stories, it providea good explanation and channel to understand the Wegman's culture for Wegman's employees,especially new employees.3.2 Another ways t to learn pany’s cultureExcept telling stories, Wegman also can transfer their corporate culture to subordinates in many ways. Other effective methods like establishment of a fixed ritual, Creation of material symbol, and using the internal language.●Establishment of a fixed ritualRituals are repetitive sequences of activities that express and reinforce the key values ofthe organization—what goals are most important, which people are important, and whichpeople are expendable. Wegman can create their service standards into the slogan,requiring employees to read out loud every morning, as an incentive way to the employeesto follow corporate culture. Morning, we began to work, reading the slogan can increaseemployees' motivation. for work, can also remind staff to allow employees morememorizing Wegman's culture Through this ceremony, members of the Wegman's closelylinked, and to strengthen the Wegman's culture, among the staff.●Creation of material symbolThe layout of corporate headquarters, the type of automobiles top executives are given,and the presence or absences of corporate aircraft are a few exemplas of material symbol.Wegman can set their own material symbol, such as the size of the office at different levels,various positions of office furniture grade, the additional allowances and clothing to senior 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 languageOrganizations, over time, tend to develop some specific terms, the internal language, to describe with equipment, office, key personnel, suppliers, customers, which related to their business. Wegman and departments within the Wegman should create some internal language, and use these languages as a way to identify members of Wegman culture 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 features with Wegman’s culture.This also conducive to the protection Wegman’s culture3.3 The most effective way to learnI think the most effective method is to structures and provide a learning platform foremployees. Learning platform refers to that everyone participated equal, interactive munication, and exchange and sharing of learning spaces, learning opportunities and learning tools.The main forms are: network learning, books databases, training, conferences, and study room.The 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 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 environment and opportunities for the staff. So that learning will bee a culture.4. The Importance of CultureIn 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 petitivenessCorporate 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] 20XX) Corporate culture is the internal dynamics of enterprise development. This is mainly embodied in the three functions●Cohesion function. It can put people together tightly; make their purpose clear andcoherent.As long as the fundamental goal choosing the right 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 forwardlong-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 andstimulate enthusiasm, initiative and creativity of workers.It allows employees to find the goal, and the opportunity to play talent.4.2 To the Besunyoung’s culture as an exampleBesunyoung in the corporate culture, "integrity, pragmatic, innovative" business philosophy is highly respected. Based on this, Besunyoung create a good team, both in market research and planning or product promotion. Besunyoung have been in this business philosophy, as the cornerstone of development. And created a lot of "Besunyoung" miracle in the domestic field of health tea.（Zhou Yunhe & Luo Wen [J] 20XX) Besunyoung raised the requirements of a sense of ownership. It is that to each individual regard pany as their own home, to promote the workactively. This concept, not only serve as a cohesiveness, to unite its members, but also play a role in adaptation, for the employees to create a good environment and atmosphere. Attention to personnel training can be said that is the most critical aspect of Besunyoung culture.Besunyoung structures an open platform for their 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.ConclusionSuccessful 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 awareness pany desired, to promote enterprise’s development with healthy and harmonious.References●Guo Songyang [J] 20XX. Enterprise Culture How to Realize Effective PerformanceManagement. Economic and Social Development pp.45—46●Li Sufang [J] 20XX Brand Concept and Corporate Culture Is a Manifestation of Soft PowerCorporation Research pp.78—79●Philip Kotler & Gary Armstrong , [M] 20XX Principles of Marketing(Twelfth Edition)●Robbins, S.P. and Coulter, [M], 20XX. Management. 8th Ed. 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