英语专业教学实习题目《corporate-culture-》

CorporateCultureMainContent:I.Introduction—TheconceptandthecomprehensionofthecorporatecultureII.CorporateculturecomponentsIII.NationalcultureinfluencesIV.ProfitablecorporateculturePartone:IntroductionTheconceptandthecomprehensionofthecorporatecultureCorporatecultureisthetotalsumofthevalues,customs,traditionsandmeaningsthatmakeacompanyunique.Corporatecultureisoftencalledthecharacterofanorganizationsinceitembodiesthevisionofthecompany’sfounders.FromtheWikipediaCorporatecultureistheGlue（胶水）,thatholdsanorganizationtogether.Corporatecultureincorporates（吸收，使合并）anorganization’svalues,itsnormsofthebehavior,itspoliciesanditsprocedures.一个组织由其价值观、信念、仪式、符号、处事方式等组成的其特有的文化形象。Themostimportantinfluenceoncorporatecultureisthenationalcultureofthecountryinwhichthecorporationisbased.Otherfactorshelptoshapeacorporation’sculture，themostessentialoneisthecorporationitself.Theownershipstructureofthecompanywillgoalongwayindefiningacorporateculture.eg:family-ownedfirmvspubliclyheldcompanyTheindustrythatthecorporationispartofwillhelpshapeitsculturevalues.eg:high-techcomputersoftwarefirm(arelativelyyoungindustry)vsinvestmentbank(amatureindustry)serviceindustryvsmanufacturingorminingcompanyParttwo:Corporate-culturecomponentsCorporatecultureNationalCultureLanguage,religion,belief,value,etc.SomethingtendingtobemoreutilitarianThesystemofrewards（回报制度）appreciatedandrewardedtypeofemployeebehaviorrisktakersvsloyaltyandlong-termserviceHiringdecisions（雇佣政策）Thetypeofindividualacompanyhiressaysmuchaboutitsculture.Managementstructure（管理体系）rigidhierarchicalstructure&dominatorRisk-takingstrategy（冒险策略）viewofrisks：encouragetakingchancesvscontentwithcurrentsituationPhysicalsetting（工作环境）an-open-planofficethatencouragescommunicationandasenseofegalitarianism（平等主义）managementofficevsstaffworkplaceheadquarter：amonumenttoownershipvsafunctionalworkingenvironmentPartThree:HownationalcultureinfluencesthecorporatecultureTheresultofsomestudiesCauseandeffectTheimportanceofthecorporateculture•Hownationalcultureinfluencesthecorporateculture?•1.Asiansplaceahighvalueonconceptsassociatedwithsocialharmony.•Japanesecorporationsalmostplacegreatemphasisongroupharmonyintheircorporatecultures.•2.While,Westernersputgreateremphasisonindividuals’rightsandresponsibilities.•ManyAmericancorporationsarelikelytohireanentrepreneurialtypeandrewardrisk.•Thereisnoescapingthefactthatanationalcultureshapescorporateresponsibilities,practicesandtraditions.•Manystudieshaveshownthepointthatnationalculturesdohaveparamountinfluenceontheformationofcorporatecultures•Theresultofsomestudies•Asia:thetopsevenvalueslistedbyexecutives:•hardwork•respectforlearning•honesty•opennesstonewideas•accountability•self-discipline•self-relianceThetopsevenNorthAmericanvaluesfreedomofexpressionpersonalfreedomself-relianceindividualrightshardworkpersonalachievementthinkingforoneselfCauseandeffect•1.Hence,thetypeoforganizationalstructurethathasemergedacrossAsiaisoneofaveryhierarchical,bureaucraticcorporationthatvaluessuchintangibleas“respectforlearning”and“honesty”•2.ThevaluesstressedbyNorthAmericanexecutivesarethatcorporationsarelessstructuredandmoreentrepreneurialTheimportanceofthecorporateculture“Nomatterwhatyourbusiness,theonlywaytogenerateenduringprofitsistobeginbybuildingthekindofworkplacethatattracts,focuses,andkeepstalentedemployees.”•1.Corporatecultureisthesoulofthecorporation.•2.ltistheideologicalguaranteeofrealizingtheenterprisesystemandtheenterprisemanagementstrategies.•3.ltistheinnersourceoftheenterprisevitality.•4.ltistheinternalbindingoftheenterprisebehaviors.PartFour:Whatisthemeaningof‘profitable’TwotypesofcorporatecultureViewsofsuccessTheidealofcorporatecultureWhatisthemeaningof‘profitable’?MoneyAccordingtoa1996globalsurveyofbusinessexecutivesinAustralia,Canada,France,Germany,Holland,theUnitedKingdomandtheUnitedStatesdonebytheconsultantsProudfootPLConly38percentofcompaniesindicatedthattheymeasuredtheeffectsoftheireffortstochangecorporationculture.86percentclaimedtheirculturechangeprogramsaresuccessfulhalfofallexecutivessurveyedfeltthatcorporateculturecontributesagreatdealtothesuccessoftheircompanies.Theyjustcouldn’tsayhowmuchwithanygreatamountofcertainty.TwotypesofcorporatecultureThestrongcorporatecultureTheweakcorporatecultureThestrongcorporatecultureAdvantages:aclearsenseofidentityclarifyingbehaviorandexpectationsmakingdecisionsfairlybecausesomuchisalreadydefinedDisadvantages:theinabilitytobeflexible,tobeactquicklyandtochangerapidlyhurtingemployeecreativitytheweakcorporatecultureDisadvantages：havinglittleinfluenceonemployeebehaviorConclusion：acorporationwillalwaysneedsometypeofcontrolsbutthegoalistohaveasfewcontrolsaspossible—justenoughtoensurethatpeopledon’tviolatetherules.Differentpeoplehavedifferentideasaboutsuccess,naturallydifferentcorporationsalsohavedifferentideasaboutitfortheirowncharacteristics.Asurveyfindswhatconsumersin13countriesviewassuccessforacorporationmostconsumersthoughtthatproducingtheverybestproductsandservicesdefinedsuccess.Japanthemostnotableattrib