企業(yè)文化畢業(yè)論文外文翻譯

1、<p><b>　　外文文獻(xiàn)譯文</b></p><p><b>　　企業(yè)文化</b></p><p>　　已經(jīng)寫(xiě)了許多文章和書(shū)籍近年約有文化組織，通常被稱(chēng)為“企業(yè)文化”。 該字典對(duì)文化“開(kāi)發(fā)智力和道德行為能力,特別是通過(guò)教育” 這將使用文字略有不同文化的定義：“道德、社會(huì)、一個(gè)組織和行為準(zhǔn)則的基礎(chǔ)上，信念，態(tài)度和優(yōu)先委員?！?用“先進(jìn)

2、文化”、“原始文化”的定義，可申請(qǐng)一次，但不是后者。</p><p>　　每個(gè)團(tuán)體都有自己獨(dú)特的文化價(jià)值，大多數(shù)組織不自覺(jué)地在努力營(yíng)造某種文化。該組織是典型的文化創(chuàng)造自覺(jué)，基于價(jià)值觀的高層管理或一個(gè)組織的創(chuàng)始人。</p><p>　　惠普是一家公司，長(zhǎng)期以來(lái)，有人意識(shí)到其文化(惠普辦法)，并致力于維護(hù)它多年來(lái)?；萜展镜钠髽I(yè)文化是基于1)尊重他人，2)社會(huì)意識(shí)， 3)樸實(shí)勤奮(財(cái)富雜志，1

3、995年5月15日)。一直保持著廣泛而發(fā)達(dá)的經(jīng)理和員工培訓(xùn)?；萜盏某砷L(zhǎng)和成功，多年來(lái)一直在很大程度上是由于它的文化。</p><p>　　另一個(gè)成功的公司動(dòng)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，它還具有良好的信譽(yù)。委員會(huì)在一篇文章中寫(xiě)JOURNAL(美國(guó)賠償協(xié)會(huì))，995年冬季,草本kelleher、西南夫特，如何保持其文化西南顯示： </p><p>

4、;　　“如果你先從你想租用的人, 大概你能建立一個(gè)有準(zhǔn)備的勞動(dòng)力,你的愿望：文化?！?lt;/p><p>　　“另一個(gè)重要的就是要花費(fèi)很多時(shí)間培養(yǎng)人,并與他們進(jìn)行了多種形式的溝通，而大部份是風(fēng)范，有時(shí)候我們?nèi)菀缀雎缘氖聦?shí)。這風(fēng)度，你和你的行為似乎是一種溝通。我們希望我們的人民感到滿(mǎn)足和快樂(lè)，我們希望我們的管理和煥發(fā)的風(fēng)采，我們是人民的驕傲，我們?yōu)橛信d趣的個(gè)人和有興趣的人以外，我們的工作團(tuán)隊(duì), 包括好的和壞的事情發(fā)生在

5、自己個(gè)人?！?</p><p>　　在這兩個(gè)例子,提醒公司的高級(jí)管理人員保持警覺(jué)，留意自己的文化，行為規(guī)則和相對(duì)明確的界限，經(jīng)常溝通。不過(guò)這不是典型。我相信大多數(shù)組織運(yùn)作與文化多樣性，這是世界范圍內(nèi)流動(dòng)，尤其是考慮到越來(lái)越多的文化和價(jià)值觀。</p><p>　　最近有一些模型試圖創(chuàng)造文化多樣性研究和分類(lèi)。 有一種模式——霍夫斯塔德文化取向模式。據(jù)報(bào)道，1995年春發(fā)行何種JOURNAL，基

6、于文化劃分五個(gè)連續(xù)體落在何處：</p><p><b>　　個(gè)人與集體取向</b></p><p><b>　　層次行為是適當(dāng)調(diào)節(jié)</b></p><p><b>　　電力遠(yuǎn)程定位</b></p><p>　　那么強(qiáng)大多大程度上接受當(dāng)事人及現(xiàn)行權(quán)力分配的程度而堅(jiān)持 正規(guī)渠道不變

7、.</p><p>　　3. 不確定避稅方向 </p><p>　　多大程度上員工威脅含糊,相對(duì)重視員工規(guī)則 長(zhǎng)工轉(zhuǎn)歸通過(guò)明確職業(yè)階梯.</p><p>　　4. 顯性?xún)r(jià)值取向 </p><p>　　主導(dǎo)性?xún)r(jià)值--例如，自信、金融重點(diǎn)，明確界定的性別角色、正式結(jié)構(gòu)與關(guān)懷他人，注重質(zhì)量關(guān)系和滿(mǎn)足感、靈活性 </p><p&g

8、t;　　5. 短期與長(zhǎng)期方向 </p><p>　　使用時(shí)間:短期(涉及更傾向消費(fèi))與長(zhǎng)遠(yuǎn)(涉及維護(hù)地位的關(guān)系). 有一些爭(zhēng)論,應(yīng)設(shè)計(jì)公司的人事政策和獎(jiǎng)勵(lì)制度圍繞文化價(jià)值。目前公司往往不會(huì)因?yàn)槟承┪幕^念的關(guān)注。流行趨勢(shì)則是公司的“再造”自己，企圖改變其涉及文化、通常一個(gè)團(tuán)隊(duì)的方向。據(jù)該委員會(huì)的消息(1995年9月) 研究報(bào)告顯示，倫敦一家公司必需換一個(gè)“團(tuán)隊(duì)文化”：</p><p>　　

9、共同組織承諾和一貫?zāi)繕?biāo) </p><p><b>　　組織承諾</b></p><p><b>　　隊(duì)員之間角色的明確</b></p><p><b>　　領(lǐng)導(dǎo)班子</b></p><p><b>　　相互負(fù)責(zé)的團(tuán)隊(duì)</b></p><

10、p><b>　　輔助知識(shí)與技能</b></p><p><b>　　加固所需行為能力</b></p><p>　　功率(實(shí)際和知覺(jué)) </p><p><b>　　共用獎(jiǎng)勵(lì)</b></p><p>　　企業(yè)文化的重要性日益發(fā)展的結(jié)果，最近幾次，公司鼓勵(lì)職工更負(fù)責(zé)任的行為,

11、如換取更加靈活的工作時(shí)間表，預(yù)計(jì)員工總是“待命” 與傳統(tǒng)社區(qū)更加消亡(如居民區(qū)等),，填寫(xiě)公司雇員需要同屬一個(gè)社區(qū)。在此同時(shí)，公司正在鼓勵(lì)形成團(tuán)隊(duì)小組。</p><p>　　因此,組織領(lǐng)導(dǎo)人不應(yīng)無(wú)視企業(yè)文化。相反，它應(yīng)在該組織的使命，理想、目標(biāo)報(bào)表，并強(qiáng)調(diào)在培訓(xùn)和公司通訊公司贊助。報(bào)表應(yīng)當(dāng)包括以下內(nèi)容：</p><p>　　至財(cái)政成功等(雇員希望同屬一個(gè)成功組織)</p>&

12、lt;p>　　被接受的文化多樣性(華裔)</p><p>　　鼓勵(lì)雇員“有生命”公司外(足夠支付時(shí)間過(guò)好處,并鼓勵(lì)員工 花時(shí)間) </p><p><b>　　外文文獻(xiàn)原文</b></p><p>　　Corporate Culture</p><p>　　Many articles and books have

13、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, especiall

14、y through education." This writing 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

15、." The terms "advanced culture" or "primitive culture" c</p><p>　　Every organization has its own unique culture or value set. Most organizations don't consciously try to create a

16、 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.</p><p>　　Hewlett-Packard is a company that

17、has, for a long time, been conscious of its culture (The HP Way) and has worked hard to maintain it over the years. Hewlett-Packard's corporate culture is based on 1) respect for others, 2) a sense of community, and

18、3) plain hard work (Fortune Magazine, May 15, 1995). It has been developed and maintained through extensive training of managers and employees. HP's growth and success over the years has been due in large part to its

19、 culture.</p><p>　　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 has been profitable

20、 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, Southwest's CEO, indicate

21、d how Southwest maintained its culture:</p><p>　　"If you start with the type of person you want to hire, presumably you can build a work force that is prepared for the culture you desire.</p><

22、;p>　　"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 the fact that dem

23、eanor - 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 ar

24、e interested in them as individuals and we are interested in them outside</p><p>　　In both of these examples, the top management of the companies were vigilant about maintaining their cultures. The behavior

25、rules and boundaries are relatively clear and communicated often . However, this is not typical. I believe most organizations operate with a diversity of cultures. This is especially true considering the increasing world

26、wide mobility of people and cultures and values. </p><p>　　There have been some recent models created to attempt to study and classify cultural diversity. One model, the Hofstede Cultural Orientation Model,

27、as reported in the Spring 1995 issue of the ACA Journal, classifies cultures based on where they fall on five continuums. </p><p>　　1. Individual vs. Collective Orientation</p><p>　　The level at

28、 which behavior is appropriately regulated</p><p>　　2. Power-Distance Orientation</p><p>　　The extent to which less powerful parties accept the existing distribution of power and the degree to w

29、hich adherence to formal channels is maintained.</p><p>　　3. Uncertainty-Avoidance Orientation</p><p>　　The degree to which employees are threatened by ambiguity, and the relative importance to

30、employees of rules, long-term employment and steady progression through well defined career ladders.</p><p>　　4. Dominant-Values Orientation</p><p>　　The nature of the dominant values - e.g., as

31、sertiveness, monetary focus, well-defined gender roles, formal structure - vs. concern for others, focus on quality of relationships and job satisfaction, and flexibility</p><p>　　5. Short-Term vs. Long-Term

32、 Orientation</p><p>　　The time frame used: short-term (involving more inclination toward consumption, saving face by keeping up) vs. long-term (involving preserving status-based relationships, thrift, deferr

33、ed gratifications).</p><p>　　There's some debate over whether companies should design their personnel policies and reward systems around cultural values. Currently companies tend not to, because of the c

34、oncern about stereotyping certain cultures. </p><p>　　A popular trend is for companies to "reengineer" themselves, which involves an attempt to change their culture, usually to a team orientation.

35、As reported in the ACA News (September 1995), studies indicate that the following are necessary for a company to change to a "team culture:"</p><p>　　Common and consistent goals </p><p&g

36、t;　　Organizational commitment </p><p>　　Role clarity among team members </p><p>　　Team leadership </p><p>　　Mutual accountability with the team </p><p>　　Complementary

37、knowledge and skills </p><p>　　Reinforcement of required behavioral competencies </p><p>　　Power (real and perceived) </p><p>　　Shared rewards </p><p>　　The importance

38、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 exchange for more flexible work schedules, employ

39、ees 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 companie

40、s are encouraging teamwork and the formation of teams. </p><p>　　Therefore, organizational leaders shouldn't ignore corporate culture. Rather, it should be addressed in the organization's mission, vi

41、sion, and goal statements, and emphasized in company sponsored training and company communication . The statements should include the following:</p><p>　　To be financially successful, etc. (employees want to

42、 belong to a successful organization) </p><p>　　To be accepting of cultural (ethnic) diversity </p><p>　　To encourage employees to "have a life" outside the company (provide sufficient