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1、外文文献译文企业文化已经写了许多文章和书籍近年约有文化组织，通常被称为“企业文化”。 该字典对文化“开发智力和道德行为能力,特别是通过教育” 这将使用文字略有不同文化的定义：“道德、社会、一个组织和行为准则的基础上，信念，态度和优先委员。” 用“先进文化”、“原始文化”的定义，可申请一次，但不是后者。每个团体都有自己独特的文化价值，大多数组织不自觉地在努力营造某种文化。该组织是典型的文化创造自觉，基于价值观的高层管理或一个组织的创始人。惠普是一家公司，长期以来，有人意识到其文化(惠普办法)，并致力于维护它多年来。惠普公司的企业文化是基于1)尊重他人，2)社会意识， 3)朴实勤奋(财富杂志，19
2、95年5月15日)。一直保持着广泛而发达的经理和员工培训。惠普的成长和成功，多年来一直在很大程度上是由于它的文化。另一个成功的公司动用了大量的精力，保持其文化是西南航空公司工作。西南航空公司是每年盈利近五年，它还具有良好的信誉。委员会在一篇文章中写JOURNAL(美国赔偿协会)，995年冬季,草本kelleher、西南夫特，如何保持其文化西南显示： “如果你先从你想租用的人, 大概你能建立一个有准备的劳动力,你的愿望：文化。”“另一个重要的就是要花费很多时间培养人,并与他们进行了多种形式的沟通，而大部份是风范，有时候我们容易忽略的事实。这风度，你和你的行为似乎是一种沟通。我们希望我们的人民感到
3、满足和快乐，我们希望我们的管理和焕发的风采，我们是人民的骄傲，我们为有兴趣的个人和有兴趣的人以外，我们的工作团队, 包括好的和坏的事情发生在自己个人。” 在这两个例子,提醒公司的高级管理人员保持警觉，留意自己的文化，行为规则和相对明确的界限，经常沟通。不过这不是典型。我相信大多数组织运作与文化多样性，这是世界范围内流动，尤其是考虑到越来越多的文化和价值观。最近有一些模型试图创造文化多样性研究和分类。 有一种模式霍夫斯塔德文化取向模式。据报道，1995年春发行何种JOURNAL，基于文化划分五个连续体落在何处：1. 个人与集体取向层次行为是适当调节2. 电力远程定位那么强大多大程度上接受当事人及
4、现行权力分配的程度而坚持 正规渠道不变.3. 不确定避税方向 多大程度上员工威胁含糊,相对重视员工规则 长工转归通过明确职业阶梯.4. 显性价值取向 主导性价值-例如，自信、金融重点，明确界定的性别角色、正式结构与关怀他人，注重质量关系和满足感、灵活性 5. 短期与长期方向 使用时间:短期(涉及更倾向消费)与长远(涉及维护地位的关系). 有一些争论,应设计公司的人事政策和奖励制度围绕文化价值。目前公司往往不会因为某些文化观念的关注。流行趋势则是公司的“再造”自己，企图改变其涉及文化、通常一个团队的方向。据该委员会的消息(1995年9月) 研究报告显示，伦敦一家公司必需换一个“团队文化”： 共同
5、组织承诺和一贯目标 组织承诺 队员之间角色的明确 领导班子 相互负责的团队 辅助知识与技能 加固所需行为能力 功率(实际和知觉) 共用奖励企业文化的重要性日益发展的结果，最近几次，公司鼓励职工更负责任的行为,如换取更加灵活的工作时间表，预计员工总是“待命” 与传统社区更加消亡(如居民区等),，填写公司雇员需要同属一个社区。在此同时，公司正在鼓励形成团队小组。因此,组织领导人不应无视企业文化。相反，它应在该组织的使命，理想、目标报表，并强调在培训和公司通讯公司赞助。报表应当包括以下内容： 至财政成功等(雇员希望同属一个成功组织) 被接受的文化多样性(华裔) 鼓励雇员“有生命”公司外(足够支付时间
6、过好处,并鼓励员工 花时间) 外文文献原文Corporate CultureMany articles and books have been written in recent years about culture in organizations, usually referred to as Corporate Culture. The dictionary defines culture as the act of developing intellectual and moral faculties, especially through education. This writi
7、ng will use a slightly different definition of culture: the moral, social, and behavioral norms of an organization based on the beliefs, attitudes, and priorities of its members. The terms advanced culture or primitive culture could apply to the first definition, but not the latter. Every organizati
8、on has its own unique culture or value set. Most organizations dont consciously try to create a certain culture. The culture of the organization is typically created unconsciously, based on the values of the top management or the founders of an organization.Hewlett-Packard is a company that has, for
9、 a long time, been conscious of its culture (The HP Way) and has worked hard to maintain it over the years. Hewlett-Packards corporate culture is based on 1) respect for others, 2) a sense of community, and 3) plain hard work (Fortune Magazine, May 15, 1995). It has been developed and maintained thr
10、ough extensive training of managers and employees. HPs growth and success over the years has been due in large part to its culture.Another successful company that expends a lot of energy in maintaining its workplace culture is Southwest Airlines. Southwest is the only major airline in the U.S. that
11、has been profitable in each of the last five years. It also has a good reputation as an employer. In an article written in the ACA (American Compensation Association) Journal, Winter 1995 issue, Herb Kelleher, Southwests CEO, indicated how Southwest maintained its culture:If you start with the type
12、of person you want to hire, presumably you can build a work force that is prepared for the culture you desire.Another important thing is to spend a lot of time with your people and to communicate with them in a variety of ways. And a large part of it is demeanor. Sometimes we tend to lose sight of t
13、he fact that demeanor - the way you appear and the way you act - is a form of communication. We want our people to feel fulfilled and to be happy, and we want our management to radiate the demeanor that we are proud of our people, we are interested in them as individuals and we are interested in the
14、m outside the work force, including the good and bad things that happen to them as individuals.In both of these examples, the top management of the companies were vigilant about maintaining their cultures. The behavior rules and boundaries are relatively clear and communicated often . However, this
15、is not typical. I believe most organizations operate with a diversity of cultures. This is especially true considering the increasing worldwide mobility of people and cultures and values. There have been some recent models created to attempt to study and classify cultural diversity. One model, the H
16、ofstede Cultural Orientation Model, as reported in the Spring 1995 issue of the ACA Journal, classifies cultures based on where they fall on five continuums. 1. Individual vs. Collective OrientationThe level at which behavior is appropriately regulated2. Power-Distance OrientationThe extent to which
17、 less powerful parties accept the existing distribution of power and the degree to which adherence to formal channels is maintained.3. Uncertainty-Avoidance OrientationThe degree to which employees are threatened by ambiguity, and the relative importance to employees of rules, long-term employment a
18、nd steady progression through well defined career ladders.4. Dominant-Values OrientationThe nature of the dominant values - e.g., assertiveness, monetary focus, well-defined gender roles, formal structure - vs. concern for others, focus on quality of relationships and job satisfaction, and flexibili
19、ty5. Short-Term vs. Long-Term OrientationThe time frame used: short-term (involving more inclination toward consumption, saving face by keeping up) vs. long-term (involving preserving status-based relationships, thrift, deferred gratifications).Theres some debate over whether companies should design
20、 their personnel policies and reward systems around cultural values. Currently companies tend not to, because of the concern about stereotyping certain cultures. A popular trend is for companies to reengineer themselves, which involves an attempt to change their culture, usually to a team orientatio
21、n. As reported in the ACA News (September 1995), studies indicate that the following are necessary for a company to change to a team culture: Common and consistent goals Organizational commitment Role clarity among team members Team leadership Mutual accountability with the team Complementary knowle
22、dge and skills Reinforcement of required behavioral competencies Power (real and perceived) Shared rewards The importance of corporate culture is growing as the result of several recent developments. Companies are encouraging employees to be more responsible and act and think like owners. In exchang
23、e for more flexible work schedules, employees are expected to always be on-call. With the demise of more traditional communities (e.g. neighborhoods, etc.), companies are filling employees need to belong to a community. At the same time companies are encouraging teamwork and the formation of teams.
24、Therefore, organizational leaders shouldnt ignore corporate culture. Rather, it should be addressed in the organizations mission, vision, and goal statements, and emphasized in company sponsored training and company communication . The statements should include the following: To be financially successful, etc. (employees want to belong to a successful organization) To be accepting of cultural (ethnic) diversity To encourage employees to have a life outside the company (provide sufficient paid time-off benefits and encourage employees to take the time)