范文為教學(xué)中作為模范的文章,，也常常用來指寫作的模板。常常用于文秘寫作的參考,，也可以作為演講材料編寫前的參考。那么我們該如何寫一篇較為完美的范文呢？下面我給大家整理了一些優(yōu)秀范文,，希望能夠幫助到大家,，我們一起來看一看吧。

企業(yè)文化建設(shè)外文翻譯論文 企業(yè)文化建設(shè)外文翻譯篇一

企業(yè)文化

已經(jīng)寫了許多文章和書籍近年約有文化組織,，通常被稱為“企業(yè)文化”,。該字典對文化“開發(fā)智力和道德行為能力,特別是通過教育” 這將使用文字略有不同文化的定義：“道德、社會,、一個組織和行為準(zhǔn)則的基礎(chǔ)上,，信念,，態(tài)度和優(yōu)先委員?！?用“先進(jìn)文化”,、“原始文化”的定義，可申請一次,，但不是后者,。

每個團(tuán)體都有自己獨特的文化價值，大多數(shù)組織不自覺地在努力營造某種文化,。該組織是典型的文化創(chuàng)造自覺,，基于價值觀的高層管理或一個組織的創(chuàng)始人。

惠普是一家公司,，長期以來,，有人意識到其文化(惠普辦法)，并致力于維護(hù)它多年來,?；萜展镜钠髽I(yè)文化是基于1)尊重他人，2)社會意識,，3)樸實勤奮(財富雜志,，1995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和成功，多年來一直在很大程度上是由于它的文化,。

另一個成功的公司動用了大量的精力,，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),。委員會在一篇文章中寫journal(美國賠償協(xié)會)，995年冬季,草本kelleher,、西南夫特,，如何保持其文化西南顯示：

“如果你先從你想租用的人, 大概你能建立一個有準(zhǔn)備的勞動力,你的愿望：文化?！?“另一個重要的就是要花費(fèi)很多時間培養(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，有時候我們?nèi)菀缀雎缘氖聦?。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足和快樂,，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趣的個人和有興趣的人以外，我們的工作團(tuán)隊, 包括好的和壞的事情發(fā)生在自己個人,?！?/p>

在這兩個例子,提醒公司的高級管理人員保持警覺，留意自己的文化,，行為規(guī)則和相對明確的界限,，經(jīng)常溝通。不過這不是典型,。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，尤其是考慮到越來越多的文化和價值觀,。

最近有一些模型試圖創(chuàng)造文化多樣性研究和分類,。有一種模式——霍夫斯塔德文化取向模式。據(jù)報道,，1995年春發(fā)行何種journal,，基于文化劃分五個連續(xù)體落在何處：

1.個人與集體取向

層次行為是適當(dāng)調(diào)節(jié)

2.電力遠(yuǎn)程定位

那么強(qiáng)大多大程度上接受當(dāng)事人及現(xiàn)行權(quán)力分配的程度而堅持 正規(guī)渠道不變.3.不確定避稅方向

多大程度上員工威脅含糊,相對重視員工規(guī)則 長工轉(zhuǎn)歸通過明確職業(yè)階梯.4.顯性價值取向

主導(dǎo)性價值--例如，自信,、金融重點,，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)系和滿足感,、靈活性

5.短期與長期方向

使用時間:短期(涉及更傾向消費(fèi))與長遠(yuǎn)(涉及維護(hù)地位的關(guān)系).有一些爭論,應(yīng)設(shè)計公司的人事政策和獎勵制度圍繞文化價值。目前公司往往不會因為某些文化觀念的關(guān)注,。流行趨勢則是公司的“再造”自己,，企圖改變其涉及文化、通常一個團(tuán)隊的方向,。據(jù)該委員會的消息(1995年9月)研究報告顯示，倫敦一家公司必需換一個“團(tuán)隊文化”：

?

?

?

?

?

?

?

?

? 共同組織承諾和一貫?zāi)繕?biāo)組織承諾 隊員之間角色的明確 領(lǐng)導(dǎo)班子 相互負(fù)責(zé)的團(tuán)隊 輔助知識與技能 加固所需行為能力 功率(實際和知覺)共用獎勵

企業(yè)文化的重要性日益發(fā)展的結(jié)果,，最近幾次,，公司鼓勵職工更負(fù)責(zé)任的行為,如換取更加靈活的工作時間表,，預(yù)計員工總是“待命” 與傳統(tǒng)社區(qū)更加消亡(如居民區(qū)等),,，填寫公司雇員需要同屬一個社區(qū)。在此同時,，公司正在鼓勵形成團(tuán)隊小組,。

因此,組織領(lǐng)導(dǎo)人不應(yīng)無視企業(yè)文化。相反,，它應(yīng)在該組織的使命,，理想,、目標(biāo)報表，并強(qiáng)調(diào)在培訓(xùn)和公司通訊公司贊助,。報表應(yīng)當(dāng)包括以下內(nèi)容：

?

?

? 至財政成功等(雇員希望同屬一個成功組織)被接受的文化多樣性(華裔)鼓勵雇員“有生命”公司外(足夠支付時間過好處,并鼓勵員工 花時間)

外文文獻(xiàn)原文

corporate culture

many 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 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." the terms "advanced culture" or "primitive culture" could apply to the first definition, but not the organization has its own unique culture or value organizations dont consciously try to create a certain culture of the organization is typically created unconsciously, based on the values of the top management or the founders of an t-packard is a company that has, for a long time, been conscious of its culture(the hp way)and has worked hard to maintain it over the t-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 through extensive training of managers and growth and succe over the years has been due in large part to its r succeful company that expends a lot of energy in maintaining its workplace culture is southwest est is the only major airline in the has been profitable in each of the last five also has a good reputation as an an article written in the aca(american compensation aociation)journal, winter 1995 iue, herb kelleher, southwests ceo, indicated how southwest maintained its culture:

"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."another important thing is to spend a lot of time with your people and to communicate with them in a variety of a large part of it is mes we tend to lose sight of the fact that demeanoris a form of 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 inspaniduals and we are interested in them outside the work force, including the good and bad things that happen to them as inspaniduals."

in both of these examples, the top management of the companies were vigilant about maintaining their behavior rules and boundaries are relatively clear and communicated r, this is not typical.i believe most organizations operate with a spanersity of is especially true considering the increasing worldwide mobility of people and cultures and have been some recent models created to attempt to study and claify cultural model, the hofstede cultural orientation model, as reported in

the spring 1995 iue of the aca journal, claifies cultures based on where they fall on five dual tive orientation

the level at which behavior is appropriately regulated

-distance orientation

the extent to which le powerful parties accept the existing distribution of power and the degree to which adherence to formal channels is ainty-avoidance orientation

the degree to which employees are threatened by ambiguity, and the relative importance to employees of rules, long-term employment and steady progreion through well defined career nt-values orientation

the nature of the dominant n for others, focus on quality of relationships and job satisfaction, and flexibility

-term -term orientation

the time frame used: short-term(involving more inclination toward consumption, saving face by keeping up)-term(involving preserving status-based relationships, thrift, deferred gratifications).theres some debate over whether companies should design their personnel policies and reward systems around cultural tly 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 reported in the aca news(september 1995), studies indicate that the following are neceary 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 knowledge 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 ies are encouraging employees to be more responsible and act and think like exchange for more flexible work schedules, employees are expected to always be "on-call." with the demise of more traditional communities(orhoods, etc.), companies are filling employees need to belong to a the same time companies are encouraging teamwork and the formation of ore, organizational leaders shouldnt ignore corporate , it should be addreed in the organizations miion, vision, and goal statements, and

emphasized in company sponsored training and company statements should include the following:

? to be financially succeful, etc.(employees want to belong to a succeful organization)

? to be accepting of cultural(ethnic)spanersity

? to encourage employees to "have a life" outside the company(provide

sufficient paid time-off benefits and encourage employees to take the time)

企業(yè)文化建設(shè)外文翻譯論文 企業(yè)文化建設(shè)外文翻譯篇二

corporate culture

the concept of enterprise culture

enterprise culture is formed in the long-term of the venture and development proce among the enterprise cultivate the common goal, the highest value standard, basic beliefs and contains a very rich content, including busine philosophy, value concept, the spirit of enterprise, enterprise morality, group consciousne, enterprise image, enterprise core is the spirit of the enterprise and value of enterprise culture

rise culture affects the enterprise’s life

culture is it exist everywhere and every the developing of an enterprise, things informal is more important than that of formal, software is usually more important the is not only the character of modern economy, but also the outcome of enterprise culture’s effect in long rise culture is the spirit of the enterprise, is the power that drives the enterprise developing, and is the best way for the enterprise to get the growth of its development needs culture and the culture can support the any case, there will be no long time development without culture’ rise culture builds the enterprise’s core competence

the 1960’s the core content of enterprise competition is technology , in the 70 s, it is management, in the 80’ s, it is marketing, in the 90’s, it is the brand, and the 21’st century the core competition between enterprises is the rises short-term prosperity can get in so many ways, but the enterprise long time growth can be only from the power of the excellent enterprise culture, the effect of suitable culture on the development and growth of enterprises is huge, because it has infinite driving force on the spirit and ideas is the core of the enterprise’s a good enterprise culture establishment, it brings the wisdom of the group, the spirit of collaboration, fresh vitality, this is equivalent to for enterprise with a powerful engine for enterprise innovation and development, and can uninterruptedly supply spiritual power for the e the best way to mobilize the staff of an brings staff home feeling in their is the resource of the cohesive power inside and the expansionary force outside of the concept of brand culture

brand culture is the core of brand value, it include the value concept, grade, appeal, expre feelings of the brand, the value of the brand culture is that it brings items of the brand to the flourish spirit world of human culture not only can bring people good feeling but also improve the core competence of the culture mainly has three level content: the first level is the brand value system, which is made up of a series of concept of brand owners and operators, including the pursuit of quality concept, management concept, service concept, social concept and so on;the second level is the behavior model of the brand, including the operator’s management and marketing strategy, market development means, transmiion channels, service mechanism and attitude, third level is the brand in the visual image aspect mainly includes the name of the brand, brand appeal, brand identification, product external image and so brand culture construction is

the proce to adapt to the consumer demand, realize the brand image, maintenance for goals, and complete the heart contract between the brand and the concept of culture marketing power

culture marketing power is that enterprises, through the cultural marketing, get strong marketing idea, super marketing image, a new marketing model, and so get strong marketing power.企業(yè)文化

企業(yè)文化的概念

企業(yè)文化是指企業(yè)全體員工在長期的創(chuàng)業(yè)和發(fā)展過程中培育形成,，并共同遵守的最高目標(biāo)，價值標(biāo)準(zhǔn),，基本信念及行為規(guī)范,。它包含著非常豐富的內(nèi)容，包括經(jīng)營哲學(xué),、價值觀念,、企業(yè)精神、企業(yè)道德,、團(tuán)體意識,、企業(yè)形象、企業(yè)制度,，其核心是企業(yè)的精神和價值觀,。

企業(yè)文化的價值

1、企業(yè)文化影響企業(yè)生命力

文化雖然是無形的,，但他無處不在,，無時不有。無形的比有形的重要,，軟件比硬件重要,，這不僅是經(jīng)濟(jì)時代的特征，也是企業(yè)文化管理方式作為管理理論和管理實踐長期發(fā)展和自然結(jié)果,。

企業(yè)文化是企業(yè)的靈魂,，是推動企業(yè)發(fā)展的不竭動力，是獲得經(jīng)濟(jì)效益和經(jīng)濟(jì)增長的最佳途徑,，發(fā)展需要文化,，文化支撐發(fā)展，沒有文化底蘊(yùn)的企業(yè)是不可能快速發(fā)展和長盛不衰的,。

2,、企業(yè)文化塑造企業(yè)核心競爭力

20世紀(jì)60年代企業(yè)競爭的核心內(nèi)容在于技術(shù)，70年代在于管理,，80年代在于營銷,，90年代在于品牌，21世紀(jì)企業(yè)競爭的核心在于文化,。企業(yè)的短期繁榮可以通過許多方式獲得,，但企業(yè)持續(xù)增長的力量只能從優(yōu)秀企業(yè)文化中獲取，適宜的企業(yè)文化對企業(yè)的發(fā)展壯大的作用不可估量，因為它對企業(yè)員工有著無窮的驅(qū)動力,。

企業(yè)文化的核心是其思想觀念,，它決定著企業(yè)成員的思維方式和行為方式，能夠激發(fā)員工的士氣,，充分發(fā)覺企業(yè)的潛能,。一個好的企業(yè)文化建立后，她所帶來的是群體的智慧,，協(xié)作的精神,，新鮮的活力，這就相當(dāng)于為企業(yè)裝上了一臺功率強(qiáng)大的發(fā)動機(jī),，為企業(yè)創(chuàng)新和發(fā)展提供源源不斷的精神動力,。

文化是調(diào)動和組織員工最有效的手段，是員工歸屬企業(yè)的界限和標(biāo)準(zhǔn),，是企業(yè)產(chǎn)生內(nèi)部凝聚力和外部擴(kuò)張力的源泉,，這就是企業(yè)文化所具有的強(qiáng)大力量。正是這這種無形的,、深藏于人心的力量,，正是這種不需文檔傳遞，不用人為操作,、監(jiān)督,、檢查不被復(fù)制的特點使企業(yè)文化成為企業(yè)的核心競爭力。

品牌文化的概念

品牌文化是品牌價值最核心的體現(xiàn),，品牌文化蘊(yùn)涵著品牌超越物質(zhì)使用價值的價值理念,、品位、情趣,、情感抒發(fā)等精神元素,，是品牌價值內(nèi)涵及情感內(nèi)涵的自然流露，是品牌觸動消費(fèi)者心靈的有效載體,。品牌文化最核心的價值就在于,，把產(chǎn)品從沒有情感的物質(zhì)世界帶到豐富多彩的精神世界。品牌文化不僅能增進(jìn)消費(fèi)者對品牌的好感和美好聯(lián)想,，更能使品牌形成核心競爭優(yōu)勢,。

品牌的文化主要由三個層面構(gòu)成：第一個層面是品牌的價值系統(tǒng)，它由一系列的理念所組成,，包括品牌擁有者和運(yùn)營者所追求的品質(zhì)理念、經(jīng)營理念,、服務(wù)理念,、社會理念等等，是品牌運(yùn)營者企業(yè)文化所有精髓的完整體現(xiàn)；第二個層面,，是品牌的行為模式,，包括品牌運(yùn)營者所采用的管理方法、營銷策略,、市場拓展手段,、傳播渠道、服務(wù)機(jī)制與態(tài)度等等,；第三個層面是品牌的視覺形象層面,，這一個層面主要包括品牌的名稱、品牌的訴求,、品牌的標(biāo)識,、品牌產(chǎn)品的外在形象等等。品牌文化建設(shè)即是從以上三個角度出發(fā),，以適應(yīng)消費(fèi)者需求,，實現(xiàn)品牌形象塑造、維護(hù)為目標(biāo),，完成品牌與消費(fèi)者“心靈契約”構(gòu)建的過程,。

品牌文化的概念

品牌文化是品牌價值最核心的體現(xiàn)，品牌文化蘊(yùn)涵著品牌超越物質(zhì)使用價值的價值理念,、品位,、情趣、情感抒發(fā)等精神元素,，是品牌價值內(nèi)涵及情感內(nèi)涵的自然流露,，是品牌觸動消費(fèi)者心靈的有效載體。品牌文化最核心的價值就在于,，把產(chǎn)品從沒有情感的物質(zhì)世界帶到豐富多彩的精神世界,。品牌文化不僅能增進(jìn)消費(fèi)者對品牌的好感和美好聯(lián)想，更能使品牌形成核心競爭優(yōu)勢,。

品牌的文化主要由三個層面構(gòu)成：第一個層面是品牌的價值系統(tǒng),，它由一系列的理念所組成，包括品牌擁有者和運(yùn)營者所追求的品質(zhì)理念,、經(jīng)營理念,、服務(wù)理念、社會理念等等,，是品牌運(yùn)營者企業(yè)文化所有精髓的完整體現(xiàn),；第二個層面，是品牌的行為模式,，包括品牌運(yùn)營者所采用的管理方法,、營銷策略、市場拓展手段、傳播渠道,、服務(wù)機(jī)制與態(tài)度等等,；第三個層面是品牌的視覺形象層面，這一個層面主要包括品牌的名稱,、品牌的訴求,、品牌的標(biāo)識、品牌產(chǎn)品的外在形象等等,。品牌文化建設(shè)即是從以上三個角度出發(fā),，以適應(yīng)消費(fèi)者需求，實現(xiàn)品牌形象塑造,、維護(hù)為目標(biāo),，完成品牌與消費(fèi)者“心靈契約”構(gòu)建的過程。