The term corporate culture refers to an organization's value system. Managerial philosophies, workplace practices, and organizational network are included in the concept of corporate culture. Tyson Food's corporate culture is reflected in the fact that everyone--even CEO Don Tyson wears tan work clothes on the job.
The leaders who developed the company and the corporate culture typically shape the corporate culture. One generation of employees passes on a corporate culture to newer employees. Sometimes this is part of formal training; new managers who attend McDonald's Hamburger University may learn skills in management, but they also pick up the basics of the organization's corporate culture. Employees can absorb corporate culture through informal contacts as well, by talking with other workers and through their experiences on the job.
Corporate culture has a major impact on the success of an organization. In organizations with strong cultures, everyone knows and supports the organizations' objectives. In those with weak cultures, no clear sense of purpose exists. In fact, the authors of the classic book In Search of Excellence concluded the presence of a strong corporate culture was the single common thread among many diverse but highly successful companies such as General Electric and McDonald's.
As you can imagine, changing a company's corporate culture can be very difficult. But some managers try to do just that when they feel the current culture is weak, or when the organization's objectives change and the old culture no longer fits. Sometimes the competitive situation of a company changes; electric utilities, which once had their profits guaranteed by public regulation, now face capitalist style competition. Firms that were comfortable competing against other American companies now find themselves fighting competitors from overseas, too.
Management expert Peter Duckers feels that, rather than trying to change culture, managers should focus on changing employees' habits, as follows:
*Define what results are needed. Specify in measurable terms what the organization (or department, or office) needs to achieve.
*Determine where these results are already being achieved within the current organization. Analyze the departments that are already effective find out what they are doing differently from the rest.
*Determine what top management can do to encourage these good results. Duckers suggests that executives openly ask what they can do to help, and then do it.
*Change the reward system -- or develop a new one -- to recognize these effective habits. When employees realize that the organization really does reward the new approach, they will adopt it much more quickly.
Whether one wants to change an organization's culture or not, it is important to choose managers and employees whose personal styles fit the organization's goals.
- According to the author, which of the following is tree
- The corporate culture of a corporation can be hard to change.
- The corporate culture of a corporation should never be changed.
- Strong corporate cultures should not be changed.
- Strong corporate culture is harder to be changed than weak ones.
- According to Peter Duckers, when changing employees' habits , a manager should________
- first determine which parts of the organization best meet the corporate culture
- first determine what is to be achieved by the corporation
- reward all the employees that best know the organizations corporate culture
- restructure the organization
- According to the passage, in McDonald's Hamburger University,_________
- new managers learn the organizations corporate culture at length
- new managers have the chances to know about the organizations corporate culture
- new managers spend more time in studying the organizations corporate culture rather than management skills
- new managers are usually more interested in learning the management skills
核心词汇注释
corporate adj．社团的，法人 的，共同的，全体的
managerial adj．管理的
tan n．日晒后的颜色，棕褐色，茶色的 adj．棕褐色的，茶色的
v．晒黑，晒成褐色
impact n．碰撞，冲击，冲突， 影响，效果
vt．挤入，撞击，压紧，对……发生影响
objective n．目标，目的，(显 微镜的)物镜，[语法]宾格
adj．客观的，[语法]宾格的
classic n．杰作，名著 adj．第一流的
diverse adj．不同的，多变的
utility n．效用，有用
guarantee n．保证，保证书， 担保，抵押品
vt．保证，担保
capitalist n．资本家，资本主 义者
adj．资本主义的
长难句解剖析
In fact, the authors of the classic book in search of excellence concluded the presence of a strong corporate culture was the single common thread among many diverse but highly successful companies such as General Electric and McDonald's．
[结构分析]本句主语是the authors，谓语动词是concluded，而宾语是that从句，谓语动词concluded后面省略了that。在宾语从句中，主干是the presence．．．was the．．．thread among。
[参考译文]事实上，经典书籍《追求卓越》的作者总结出，强势企业文化是众多像通用电气和麦当劳这样成功公司的唯一共同点。
But some managers try to do just that when they feel the current culture is weak，or when the organization's objectives change and the old culture no longer fits．
[结构分析]本句是一个主从复合句，主句是some managers try to do just that。两个并列的由when引导的时间状语从句，中间用连词or连接。
[参考译文]但是当有些公司经理感到现有的文化不够强大或是因公司的目标转变、旧的文化不再适合的时候会努力将之改变。
Tyson Food's corporate culture is reflected in the fact that everyone—even CEO Don Tyson—wears tan work clothes on the job．
[结构分析]本句主干是culture is reflected in the fact，fact后由that引导的从句做同位语。
[参考译文]泰森食品的企业文化体现在公司的每一个人身上，工作时包括CEO丹·泰森在内都要穿着黄褐色的工作服。
全文参考译文
术语“企业文化”指的是公司的价值体系。管理哲学、工作实践和组织网络都属于企业文化的范畴。泰森食品的企业文化体现在公司的每一个人身上，工作时包括CEO丹·泰森在内都要穿着黄褐色的工作服。
通常，公司的创建者和那些使公司走向成功的人们塑造了企业文化。上一批员工将企业文化传递给新员工，有时这是正式培训的一部分。参加过麦当劳的汉堡包大学培训的新经理们可能学习到管理方面的技巧，但他们同时也学习到了公司企业文化的精髓。员工们还可以通过同其他员工聊天非正式地接触和学习企业文化，也可以通过工作实践学习。
企业文化对公司的成功起着重要的影响。一个具有强势文化的组织，人人都明确并且能为组织的目标效力。而在那些弱势文化的组织中，恰恰缺乏明确的目标。事实上，经典书籍《追求卓越》的作者总结出，强势企业文化是众多像通用电气和麦当劳这样的成功公司的唯一共同点。能够想象得出，转变公司的企业文化是非常困难的。不过当有些公司经理感到现有的文化不够强大或是因公司的目标转变，旧的文化不再适合的时候会努力将之改变。有时候公司的竞争情况会发生改变；电力事业曾经可以通过公用调节保证利润，但现在面临着资本主义方式的竞争。那些以前和本国的其他公司不温不火地竞争着的企业却发现现在他们也要奋力抗击海外的竞争对手。
管理专家Peter Duckers认为经理们不应尝试改变企业文化，而应集中精力改变员工的习惯，比如：
*确定需要什么样的业绩。用可计量的数据细化整个公司(部门或办公室)需要达到的目标。
*确定现在公司内部哪个部门已经取得了既定的业绩。分析那些卓有成效的部门。找出与其他部门管理的不同之处。
*决定高层管理者可以做点什么来鼓励这些好的业绩。Duckers建议主管们公开询问他们可以帮上什么忙，然后去做就行了。
*改善奖励机制——或建立一个新的机制——表扬那些有效的习惯。当员工认识到公司真的奖励新方法的时候，他们就会更快地采用它。
不管一个人是否想改变公司的文化，重要的是选择那些个人风格适合公司目标的经理和员工。
题目答案与解析
1． 按照作者的观点，下面哪一项是正确的 [答案]A
A．公司的企业文化是很难改变的。 B．公司的企业文化永远不应改变。
C．强势企业文化不应被改变。 D．强势企业文化比弱势企业文化更难改变。
[解析]本题的依据是第4段的第1句话As you Call imagine，charting a company's
corporate culture can be very difficult，从中可知A项是正确答案。
2． 按照Peter Duckers的观点，当要改变雇员习惯时，经理应该_______。 [答案]B
A．首先确定公司的哪个部分最符合企业文化 B．首先确定企业希望取得什么样的业绩
C．给予最了解公司企业文化的员工奖励 D．改组公司
[解析]本题可参照文章的最后一段。管理学专家Peter Duckers提出，要改变雇员习惯首先要做的第一件事是Specify…what the organization needs to achieve，从中可知B项是正确答案。
3． 从本文可知，在麦当劳的汉堡包大学，________。 [答案]B
A．新经理们详细学习公司企业文化 B．新经理们有机会了解公司企业文化
C．新经理们花费较多时间学习公司企业文化，较少时间学习管理的技巧
D．新经理们通常对学习管理的技巧更有兴趣
[解析]本题可参照文章第2段。第2段中间提到这一大学，紧接着有这么一句话：new managers…also pick up the basics of the organization's corporate culture，从中可知B项是正确答案。