外文翻譯--開(kāi)發(fā)企業(yè)文化作為一種競(jìng)爭(zhēng)優(yōu)勢(shì)

1、<p><b>　　中文3500字</b></p><p><b>　　原文：</b></p><p>　　Developing corporate culture as a competitive advantage</p><p>　　Golnaz Sadri, Brian Lees</p>&

2、lt;p>　　Abstract Defines the concept of corporate culture and shows how it affects organizations. Corporations that have been successful in establishing and fostering positive cultures are profiled. The authors find th

3、at an effective culture must be aligned with employee values and be consistent with the environment in which the organization operates. While it is best to establish a positive culture with which employees can identify d

4、uring an organization's infancy, it is possible to change an existing </p><p>　　Introduction</p><p>　　Corporate culture has become an important topic in business primarily during the last tw

5、o decades. While corporate culture is an intangible concept, it clearly plays a meaningful role in corporations, affecting employees and organizational operations throughout a firm. While culture is not the only determin

6、ant of business success or failure, a positive culture can be a significant competitive advantage over organizations with which a firm competes. This paper will review how the concept of corpo</p><p>　　The r

7、ise of corporate culture</p><p>　　People come from a variety of ethnic backgrounds and cultural heritages, have a variety of personalities, and have been shaped by a diverse range of experiences. When people

8、 from diverse backgrounds are brought together in a work environment, these factors will manifest themselves in an infinite variety of ways. Over time a dominant set of norms will emerge, guiding the way in which work is

9、 accomplished within the organization. This phenomenon gives rise to the concept of corporate (or organizat</p><p>　　Corporate culture defined </p><p>　　There are many ways to define corporate c

10、ulture because it is influenced heavily by factors such as the industry in which the company operates, its geographic location, events that have occurred during its history, the personalities of its employees, and their

11、patterns of interaction. Some of the formal definitions offered include “ a cognitive framework consisting of attitudes, values, behavioral norms, and expectations”, “the collective thoughts, habits, attitudes, feelings,

12、 and patterns of be</p><p>　　The aforementioned characteristics of a positive culture cannot exist without widespread employee support. Even within an organization that has a strong overall culture, there wi

13、ll also be many subcultures. These could form for many reasons, perhaps due to functional differences in the organization, or to ethnic or geographic differences among employees. The dominant culture in the organization

14、must be strong enough for members of various subcultures within the organization to identify with, acc</p><p>　　Categorizing corporate culture</p><p>　　In order to provide a basis for further an

15、alysis, researchers have sought to place corporate cultures into general categories. One such categorization by Sonnenfeld defines four types of cultures: the academy, the club, the baseball team, and the fortress. The a

16、cademy exposes employees to many different jobs so that they can move around within the organization. The club is very concerned with how people will fit in to the organization. The baseball team consists of talented peo

17、ple or ``stars'' t</p><p>　　Goffee and Jones offer another categorization, postulating that corporate culture is determined by levels of sociability (a measure of sincere friendliness among members o

18、f a community) and solidarity (a community's ability to pursue shared objectives quickly and effectively) and they have developed a survey that can aid in understanding where an organization fits on this scale. The c

19、ombination of these dimensions gives rise to categories that they have labeled as networked, mercenary, fragmente</p><p>　　Finally, a communal organization has high sociability and high solidarity. This type

20、 of culture is often found in small start-up companies. Members of such an organization work very closely together for long hours and will likely socialize together. They strongly identify with the corporate culture and

21、have a high sense of fairness so that rewards are shared equally. This category is most similar to Sonnenfeld's academy.</p><p>　　Categorizing an organization's culture can help managers in several w

22、ays. First, categorizing the culture is a precursor to better understanding the pros and cons of that particular type of culture. Second, a clear understanding of their corporate culture can assist managers in getting th

23、e correct person-organization match when recruiting for new employees. Third, knowing where a company is right now can assist managers in making decisions about and progress toward cultural change.</p><p>　　

24、Benefits of a positive culture</p><p>　　An organization that is able to maintain a positive culture is likely to enjoy many benefits. When organization members identify with the culture, the work environment

25、 tends to be more enjoyable, which boosts morale. This leads to increased levels of teamwork, sharing of information, and openness to new ideas. The resulting increased interaction among employees activates learning and

26、continuous improvement because information flows more freely throughout the organization. Additionally, such a cu</p><p>　　Changing corporate culture</p><p>　　A lot of examples show that a posit

27、ive culture can make a significant contribution to organizational success while a negative one can lead to failure.</p><p>　　While it is easiest to establish a desirable corporate culture during a company

28、9;s infancy, it has been shown in practice that culture can be changed for the better. In order to go about changing corporate culture, top management must first understand the culture, as it exists today. This can be ac

29、complished by surveying employees on important topics such as their perceptions of and identification with the corporate values and mission, interactions with other employees both inside and outside of </p><p&

30、gt;　　Once the current culture is understood, management must decide how the culture should be changed in order to improve results. For a culture to be effective, it should be consistent with the business environment in w

31、hich the organization operates. For example, high technology firms tend to operate better using a culture that encourages sharing of information and that responds quickly to external events. As discussed previously, shar

32、ing of information and quick response to external events are fost</p><p>　　Management should seek cultural change by modeling the behavior that they wish to encourage, and then reinforce the desired culture

33、by taking steps such as developing visionary statements and/or slogans, celebrating employees' successes or promotions, distributing newsletters and videos that reinforce the culture, recruiting new people into the o

34、rganization that are compatible with the desired culture, changing dress codes, and so on.</p><p>　　Conclusion</p><p>　　This paper defined the term corporate culture and considered the rise in p

35、opularity of corporate culture in recent decades. We also looked at two different ways in which corporations can categorize their culture, and considered the benefits of a positive culture to organizations such as Wal-Ma

36、rt, Southwest Airlines and Hewlett Packard. Finally, we suggested that while a positive culture should be established during a company's infancy, it is possible to change a corporation's culture should it b</p

37、><p>　　Resource: Journal of Management Development 2010,853-859</p><p><b>　　譯文：</b></p><p>　　開(kāi)發(fā)企業(yè)文化作為一種競(jìng)爭(zhēng)優(yōu)勢(shì)</p><p>　　格納茨·桑德里，布萊恩·李斯</p><p&

38、gt;　　摘要 本文定義企業(yè)文化的概念，并闡述他是如何影響組織的。文中還概述了那些已經(jīng)成功建立和培育積極文化的企業(yè)。作者發(fā)現(xiàn)一種有效的文化必須與員工的價(jià)值觀和組織運(yùn)作所處的環(huán)境一致。盡管在一個(gè)組織的起步階段，建立一個(gè)員工可以識(shí)別的積極的文化是最好的，但改變現(xiàn)有文化還是可能的。這種變革最好是通過(guò)塑造各級(jí)管理人員的期望行為和規(guī)劃促進(jìn)跨職能部門員工頻繁互動(dòng)交流的事件來(lái)實(shí)現(xiàn)。得出的結(jié)論是積極的文化可以提供一個(gè)重要的競(jìng)爭(zhēng)優(yōu)勢(shì)。</p>

39、<p><b>　　引言</b></p><p>　　企業(yè)文化在商界已成為一個(gè)重要的主題，主要在過(guò)去二十年。而企業(yè)文化是一種無(wú)形的概念，它在企業(yè)中明顯地起著有意義的作用，影響整個(gè)企業(yè)的員工和組織運(yùn)作。盡管文化不是企業(yè)成敗的唯一決定因素，但積極的文化是一種重大的競(jìng)爭(zhēng)優(yōu)勢(shì)在企業(yè)競(jìng)爭(zhēng)的組織之上。本文將回顧企業(yè)文化的概念是如何盛行，定義企業(yè)文化，指出它是如何影響現(xiàn)實(shí)世界中的組織機(jī)構(gòu)，并

40、考慮文化變革可能帶來(lái)的方式。</p><p><b>　　企業(yè)文化的興起</b></p><p>　　來(lái)自不同的種族背景和文化傳統(tǒng)的人，具有各種各樣的性格，被各種不同的經(jīng)歷所塑造。當(dāng)來(lái)自不同背景的人聚集在一個(gè)工作環(huán)境中時(shí)，這些因素將體現(xiàn)在他們通過(guò)多種多樣的方式展示自己上。久而久之，一套明顯的標(biāo)準(zhǔn)將產(chǎn)生,用來(lái)引導(dǎo)工作在組織內(nèi)完成的方式。這種現(xiàn)象引起了企業(yè)（或組織）文化的

41、概念。在過(guò)去二十年中，企業(yè)文化在美國(guó)才開(kāi)始被研究和贊賞。一本有影響力的名為《企業(yè)文化：企業(yè)生活中的儀式和典禮》 (Deal和Kenedy,1982)的書(shū)普及了理解、建立和培養(yǎng)良好的企業(yè)文化的理念。自這本書(shū)出版不到20年的時(shí)間，文化已經(jīng)從一個(gè)相對(duì)陌生的概念變成了在公司戰(zhàn)略中扮演著一個(gè)主要角色的被廣泛的認(rèn)可。很明顯，企業(yè)文化已成為高層管理人員重要的考慮因素，因此值得更詳細(xì)地考慮企業(yè)文化的定義。</p><p><

42、;b>　　企業(yè)文化的定義 </b></p><p>　　有很多方法可以用來(lái)定義企業(yè)文化，因?yàn)樗诤艽蟪潭壬鲜艿街T如企業(yè)經(jīng)營(yíng)所處的行業(yè)、其地理位置、其歷史上已經(jīng)發(fā)生的事件、其員工的性格及其互動(dòng)模式等因素的影響。一些正式定義提供包括“一個(gè)由態(tài)度、價(jià)值觀、行為規(guī)范和期望組成的認(rèn)知框架”、“集體的思想、習(xí)慣、態(tài)度、情感和行為模式”以及“安排模式和已被社會(huì)（企業(yè)、團(tuán)體或者團(tuán)隊(duì)）所接受的舉止或行為成為解決問(wèn)

43、題的公認(rèn)方式”。從更多有用的角度來(lái)看，積極的企業(yè)文化通常包括以下幾個(gè)關(guān)鍵因素。首先，它培養(yǎng)的不只是使命宣言,而是一個(gè)清晰的企業(yè)遠(yuǎn)景,這是對(duì)公司所期望的未來(lái)的心理暗示。當(dāng)組織的高層領(lǐng)導(dǎo)人表現(xiàn)出強(qiáng)烈的價(jià)值觀、很有活力和富有超凡魅力的個(gè)性時(shí)，企業(yè)愿景是最有效的。其次，企業(yè)文化由企業(yè)價(jià)值支持，符合企業(yè)的宗旨,與組織成員的個(gè)人價(jià)值取向相一致。企業(yè)愿景和價(jià)值觀滲透到組織的各個(gè)層次，并始終被最高管理層模仿。第三，員工被組織的各層級(jí)高度重視（他們往往被

44、稱為“同事”或“團(tuán)隊(duì)成員”），在內(nèi)部和跨職能部門有廣泛的員工互動(dòng)。第四，文化是適應(yīng)性強(qiáng)的、對(duì)外部條件的響應(yīng)調(diào)整快速且一致以及對(duì)待所有的員工都是平等和公平的。最后，企業(yè)文化在某種程度上是不朽的,也許是通過(guò)有形的符號(hào)、口號(hào)</p><p>　　良好的文化的上述特點(diǎn)離不開(kāi)廣泛的員工支持。即使一個(gè)組織有很強(qiáng)的整體文化，也會(huì)有一些亞文化。這些可以形成的原因很多，可能是由于組織功能的差異，或員工之間的民族或地域的差異。在組織

45、中的主流文化必須十分堅(jiān)固，為組織內(nèi)成員的各種亞文化認(rèn)同、接受和信奉。這必然要求主流文化的價(jià)值觀與每種亞文化的價(jià)值觀以及每個(gè)人的個(gè)人價(jià)值觀相一致。</p><p><b>　　企業(yè)文化的分類</b></p><p>　　為了給后面的分析提供基礎(chǔ)，研究人員試圖把企業(yè)文化歸類于全部類別。其中索南菲爾德的歸類法定義了四種文化類型：學(xué)院、俱樂(lè)部、棒球隊(duì)和堡壘。學(xué)院提供員工各種不

46、同的工作，以便于他們能夠在組織內(nèi)自由活動(dòng)。俱樂(lè)部非常關(guān)心如何使人們適合該組織。棒球隊(duì)由人才或“明星”組成，當(dāng)他們獲得成就時(shí)要高額獎(jiǎng)賞，但當(dāng)更好的機(jī)會(huì)來(lái)臨時(shí)可隨時(shí)離開(kāi)該組織的。堡壘是一個(gè)主要與生存有關(guān)的組織。</p><p>　　戈菲和瓊斯提供了另外一個(gè)分類,假定企業(yè)文化是由社交水平 (對(duì)一個(gè)團(tuán)體中成員誠(chéng)信友愛(ài)的衡量)和團(tuán)結(jié) (一個(gè)團(tuán)體追求共同的目標(biāo)快速、有效的能力),他們已經(jīng)做了調(diào)查，可以幫助了解組織適合怎樣的規(guī)

47、模。這些規(guī)模的組合導(dǎo)致分類的產(chǎn)生，他們將其稱作網(wǎng)絡(luò)化、雇傭兵、無(wú)組織的和公共的.這些分類當(dāng)中沒(méi)有一個(gè)被認(rèn)為是比其它的好。相反，它們作為管理的一種方式來(lái)確定適合自己的文化，相對(duì)于其他類型的文化來(lái)說(shuō)。網(wǎng)絡(luò)文化的特點(diǎn)是高社交性和低團(tuán)結(jié)。個(gè)人在這種類型的文化中常感到像家庭和與人交往。通過(guò)非正式的網(wǎng)絡(luò)或組織內(nèi)的次文化實(shí)現(xiàn)升職和完成工作。這與索南菲爾德的俱樂(lè)部分類基本一致。雇傭兵文化具有低社交性和高團(tuán)結(jié)的特點(diǎn)。個(gè)人在社交上不互動(dòng)，但在支持戰(zhàn)略商業(yè)目

48、標(biāo)上是團(tuán)結(jié)的。他們不傾向于表現(xiàn)出強(qiáng)烈的忠誠(chéng)度，只要他們的個(gè)人需求不斷得到滿足。這種分類和索南菲爾德的棒球隊(duì)相似。無(wú)組織的文化是低社交性和低團(tuán)結(jié)的。在這類組織中的人很少互動(dòng)。他們可能關(guān)上辦公室的門或在家里工作。這種文化類型可能會(huì)出現(xiàn)在律師事務(wù)所或正在裁員的公司。這種分類類似于索南菲爾德的堡壘。最后，一個(gè)公共的組織具有高的社會(huì)性和高的團(tuán)結(jié)性。這種文化類型通常出現(xiàn)在小型創(chuàng)業(yè)公</p><p><b>　　良好

49、的文化的效益</b></p><p>　　一個(gè)能夠保持積極文化的組織很可能享有很多的好處。當(dāng)組織成員認(rèn)同文化時(shí)，工作環(huán)境趨于更加愉快,可以提高士氣。這導(dǎo)致了團(tuán)隊(duì)合作水平的增強(qiáng)，信息的共享以及新思路的開(kāi)放。因?yàn)樾畔⒃谡麄€(gè)組織中能夠更自由地流動(dòng)，因而增加員工之間互動(dòng)的激活學(xué)習(xí)和持續(xù)改進(jìn)。此外，這樣的一種文化有助于吸引和留住高層員工，在《美國(guó)最令人向往去工作的100家公司》等書(shū)中證明，文化被強(qiáng)調(diào)是對(duì)雇主有吸

50、引力的決定性因素。在考慮企業(yè)文化時(shí)，考慮實(shí)際的具有已經(jīng)表現(xiàn)出積極效果的企業(yè)文化的公司是有幫助的。</p><p><b>　　企業(yè)文化的變革</b></p><p>　　大量的例子表明：一個(gè)積極的文化對(duì)組織的成功起著十分顯著的作用，而消極的文化將導(dǎo)致失敗。盡管在公司的初創(chuàng)期，建立一個(gè)吸引人的企業(yè)文化是最容易的，實(shí)踐證明文化可以被變革得更好。為了著手變革企業(yè)文化，高層管

51、理人員必須首先理解這種文化,因?yàn)樗裉齑嬖谥＿@可以通過(guò)調(diào)查員工的重要主題來(lái)完成，比如他們對(duì)企業(yè)價(jià)值和使命的認(rèn)知和識(shí)別、與不管是其部門內(nèi)的還是其他部門的員工交流以及關(guān)于他們是否得到公平對(duì)待的信念等等。這將有助于管理人員確定現(xiàn)有文化的類型，并發(fā)現(xiàn)需變革的領(lǐng)域。</p><p>　　一旦現(xiàn)有的文化被理解，管理人員必須決定如何有序地改變文化以改進(jìn)結(jié)果。為使一種文化有效，它必須與組織運(yùn)作時(shí)所處的商業(yè)環(huán)境相一致。例如，高科

52、技公司傾向于更好地利用文化，鼓勵(lì)信息共享，并快速響應(yīng)外部事件。如前所述，共享信息和快速響應(yīng)外部事件是通過(guò)運(yùn)用跨組織職能部門的頻繁的員工互動(dòng)來(lái)培養(yǎng)的。如果管理人員希望鼓勵(lì)這種類型的行為，他們應(yīng)該制定計(jì)劃以培養(yǎng)員工之間更多的互動(dòng)，比如社交活動(dòng)和典禮。</p><p>　　管理人員應(yīng)通過(guò)塑造他們希望鼓勵(lì)的行為來(lái)探索文化變革，然后通過(guò)采取措施加強(qiáng)預(yù)期的文化，比如培養(yǎng)有遠(yuǎn)見(jiàn)的陳述和/或口號(hào)，慶祝員工的成功或升職，分發(fā)時(shí)事通

53、訊和視頻以強(qiáng)化組織文化，招聘與所需的文化兼容的新員工到組織中、改變著裝規(guī)范等等。</p><p><b>　　結(jié)論</b></p><p>　　本文解釋了企業(yè)文化這個(gè)術(shù)語(yǔ)，并認(rèn)為在最近數(shù)十年企業(yè)文化受歡迎程度將上升。我們還研究了兩種不同的方法，使企業(yè)可以歸類他們的文化，并考慮了積極的文化對(duì)組織的效益，如沃爾瑪、美國(guó)西南航空公司和惠普公司。最后，我們認(rèn)為積極的文化必須在

54、公司初創(chuàng)期制定，改變一個(gè)公司的文化是有可能的，如果有必要這么做。當(dāng)今全球競(jìng)爭(zhēng)的商業(yè)環(huán)境使得一個(gè)積極的企業(yè)文化成為公司成功的一個(gè)至關(guān)重要的方面。它不再僅僅是一個(gè)競(jìng)爭(zhēng)優(yōu)勢(shì)，已成為成功的一個(gè)先決條件，允許公司吸引和留住高級(jí)雇員。我們強(qiáng)烈建議所有規(guī)模的企業(yè)對(duì)他們的企業(yè)文化進(jìn)行評(píng)估和分類，特別是著眼于文化對(duì)員工生產(chǎn)率和斗志的影響。為使文化為低斗志服務(wù)，我們建議管理層采取積極措施，使用自上而下的方法以變革企業(yè)文化，確定新的愿景和展示與修訂過(guò)的愿景相