高等學(xué)校英語(yǔ)拓展系列教程主編：任書(shū)梅王璐副主編：曹穎外語(yǔ)教學(xué)與研究出版社Chapter3企業(yè)道德與企業(yè)文化CorporateEthicsandCorporateCultureLectureOutlineCorporateEthics企業(yè)道德CorporateSocialResponsibility

企業(yè)的社會(huì)責(zé)任WhatIsCorporateCulture?

什么是企業(yè)文化？FunctionsofCorporateCulture

企業(yè)文化的功能CultureastheOrganization’sPersonality

作為企業(yè)個(gè)性的文化DifferentCorporateCultures不同的企業(yè)文化CreationofCorporateCulture企業(yè)文化的創(chuàng)建MechanismsforTransmittingCorporateCulture

企業(yè)文化的傳播機(jī)制InfluenceofCorporateCultureonClimateandManagementPractice

企業(yè)文化對(duì)企業(yè)氛圍以及企業(yè)管理行為的影響AdditionalInfo

Inadvertising,havinganunclearormisleadingpricemighthelppromoteaproduct,butisitethical?Lead-inactivitiesLead-inactivitiesSocietiessupportbusinessandsupplyitwithconsumers,butisthebusinesssupposedtogiveanythingbacktosocietylikeprotectingourenvironment?Lead-inactivitiesCorporateculturecommunicateshowpeopleinanorganizationshouldbehaveorhowthingsaredonearoundhere.Itrepresentsacommonperceptionheldbytheorganization’smembers.Lead-inactivitiesThefollowinglistedaresomefactorsrelatedtocorporateculture.Supposeyouarelookingforajob,discusswithyourpartnertofindwhichfactorofthefollowingaffectsyoumostandwhy.—

Thehoursyouworkperdayandperweek—

Theworkenvironment—

Thedresscode—

Thetrainingandskillsdevelopmentyoureceive—

Theamountoftimeoutsidetheofficeyouareexpectedtospendwithco-workers—

InteractionwithotheremployeesLead-inactivitiesHaier’semployeetraining&developmentAdditionalInfoCorporateEthicsEthicsareprinciplesofbehaviorthatdistinguishbetweenrightandwrong.Peopleworkinginbusinessfrequentlyfaceethicalquestions.CorporateEthicsCorporateEthicsistheevaluationofbusinessactivitiesandbehaviorsasrightorwrong.CorporateEthicsEthicalstandardsinbusinessarebasedoncommonlyacceptedprinciplesofbehaviorestablishedbytheexpectationsofsociety,thefirm,theindustry,andanindividual’spersonalvalues.CorporateEthicsGoodcorporateethicscanmakecompaniessuccessful,likeChipotleMexicanGrill.Buttheviolationofethicscanmakethemdifficulttomaintaintrustandgoodwill,likeCopleyPharmaceutical,Inc.CorporateEthicsEthicaldilemmasinbusinessarecategorizedas:—humanresourcesissues;—employeesafetyissues;—conflictsofinterest;—customerconfidence;—useofcorporateresources.CorporateEthicsFairnessandHonesty—Obeyalllawsandregulations;—Refrainfromknowinglydeceiving,misrepresenting,orintimidatingothers.OrganizationalRelationships—

Relationshipswithcustomersandcoworkersoftencreateethicalproblems.CorporateEthicsConflictofInterest—Takeadvantageofasituationforpersonalinterestratherthanfortheemployer’sinterest;—Paymentsandgiftsmaketheirwayintobusinessdeals.Communications—

Falseandmisleadingadvertisingisillegalandunethical,anditcaninfuriatecustomers.CorporateSocialResponsibilityCorporatesocialresponsibilityistheawarenessthatbusinessactivitieshaveanimpactonsociety,andtheconsiderationofthatimpactbyfirmsindecisionmaking.CorporateSocialResponsibilityCorporateSocialResponsibilityReasonsthatcompaniestakesocialresponsibilities:—Firstly,theyarepartofthesociety’sproblems;—Secondly,theyhaveamoraldutytohelp;—Thirdly,companiesexpectthattheywillcontinuesoperatinginsocietyinthefuture;—Fourthly,companiesbringaboutsocialillsinmanywaysandsotheymustacttocorrectthemwherepossible;—Finally,socialresponsibilityimprovestheimageofacompanyandendearsittosocietyevenmore.CorporateSocialResponsibilityWaysinwhichabusinesscangivebacktosociety:—Givepreferencetotheimmediatepublicwhenitcomestohiring;—Givefairwagesandneverbeseentobeexploitingworkers;—Setfairpricesforthegoodsandservicesprovided;—Aimatqualityproduction&customersatisfaction;—Setupsocialwelfarefacilities;—Participateinsocialactivities;—Shareideasandintelligence.CorporateSocialResponsibilityWaysinwhichabusinesscangivebacktosociety:—Communicateyouractionstothepublic;—Usepartofthebusinessresourcestofundresearchanddevelopmentthatisaimedatcreatingsolutionsforproblemsthataffecttheentiresociety;—Participateinsettingupsocialamenities;—Recognize&helpminoritiessuchasthedisabled;—Gogreen.CorporateSocialResponsibilityGoodexamplesareFedExandTescoCorporateSocialResponsibilityHowmuchdoyouknowaboutthesemodernfamousphilanthropists?CorporateSocialResponsibilityQuestionsforDiscussion—Whatdoescorporateethicsmean?—Whataresomeethicalconcernsthatariseinthebusinessworld?—Whatiscorporatesocialresponsibility?Whyisitimportantforbusinessestoactinasociallyresponsiblemanner?WhatIsCorporateCulture?Corporatecultureisdescribedasthepersonalityofanorganization,orsimplyas“howthingsaredonearoundhere”.Itguideshowemployeesthink,actandfeel,includingsuchelementsascorevaluesandbeliefs,corporateethics,andrulesofbehavior.CorporatecultureistheDNAofthecompany.WhatIsCorporateCulture?WhatIsCorporateCulture?FunctionsofCorporateCultureThreekeyfunctionsofcorporateculture:—Provideasenseofidentityformembers;—Generatecommitmenttotheorganization’smission;—Clarifyandreinforcestandardsofbehavior.FunctionsofCorporateCultureQuestionsforDiscussion—Whatarethethreeimportantfunctionscultureservesinanorganization?—Besidesthethreefunctionsmentionedabove,couldyousaysomethingaboutotherfunctionscultureservesinanorganization?CultureastheOrganization’sPersonalityCultureastheOrganization’sPersonalityRisk-taking/Innovativepersonalities—Somecompaniesencourageemployeestotakerisks.—ThePhysio-Control,amakerofmedicaldevices,IntelCorporation,andVirginGroupallsupporttheiremployeesintakingrisksandtryingnewanddifferentapproaches.CultureastheOrganization’sPersonalityAttention-to-detailpersonalities—Somecompaniesvaluethedetailsandtheyhavemadequalitytheirdrivingthemes.—IdealSteel’sfocusondetailshasledtoaprestigiousqualitydesignation.CultureastheOrganization’sPersonalityOutcome-orientedpersonalities—Outcome-orientedorganizationsfocusonresults.—Nordstrom’s,thehighqualitydepartmentstoreretailer,payspecialattentiontocustomerservices.Itsemployeesknowdefinitelywhatisexpectedofthemandthoseexpectationsshapetheirbehavior.CultureastheOrganization’sPersonalityPeople-orientedpersonalities—SuchcompaniesasAdobe-systemsandSouthwestAirlineshavestrongpeople-orientedcultures.—AdobeSystemstreatsitsemployeesas“family”.—Oneofitsfoundersstates:“Itisthecreativityofindividuals—notthemachines—thatdeterminesthesuccessofthecompany.”CultureastheOrganization’sPersonalityTeam-orientedpersonalities—Someorganizationsemphasizeteamwork.—PerkinsCoie,thelargestlawfirminthePacificNorthwestoftheUS,hasits300attorneysoperatinginteamsorganizedaroundlitigation,business,personalplanningandenvironmentallaw.CultureastheOrganization’sPersonalityAggressivepersonalities—Somecompaniesvalueaggressiveness.—MicrosoftandCoca-Colaarecharacterizedasbeingveryaggressiveinfightingcompetitors,protectingtheircopyrightsandusingthecourtsystemsagainstrivals.CultureastheOrganization’sPersonalityNon-stable/Stablepersonalities—Somecompaniesemphasizegrowth.—BothIntelCorporationandSamsungGroupCompaniespursueanintenseglobalizationstrategyandcreateusers.—Intel’saimistobethevisionaryleaderoftheentirecomputerindustry.CultureastheOrganization’sPersonalityQuestionsforDiscussion—Whatdifferentpersonalitiesdodifferentorganizationsusuallyhave?—Whatdo“attention-to-detailpersonalities”mean?—Whatdo“aggressivepersonalities”mean?—Whatdo“non-stablepersonalities”mean?DifferentCorporateCulturesAttherootofanyorganization’scultureisasetofcorecharacteristicscollectivelyvaluedbymembersofanorganization.Thesecharacteristicsillustratetheessentialwaysinwhichtheculturesoforganizationsdifferfromoneanother.CultureastheOrganization’sPersonalitySensitivitytotheneedsofcustomers&employees.—UnitedParcelService,Inc.(UPS)placeshighvalueoncustomerservice&satisfaction.CultureastheOrganization’sPersonalityInterestinhavingemployeesgeneratenewideas.—BothWaltDisneyCompanyandMicrowaveCommunicationsofAmerica,Inc.(MCI,aphonecall)encouragetheiremployeestobeuniqueandbringfreshideastotheirwork.CultureastheOrganization’sPersonalityValueplacedontakingrisks.—WhileBankofAmericaisveryconservativeandmakesonlythesafestinvestments,itdiscouragesitsemployeesfromtoomany“safe”choices.CultureastheOrganization’sPersonalityOpennessofavailablecommunicationoptions.—TheemployeesatBothDuPontChemicalCompanyandIBMareexpectedtomakedecisionsfreelyandtocommunicatewithwhomeverisneededtogetthejobdone.Theydonotputpowerinthehandsofonlyafewkeyindividuals.CultureastheOrganization’sPersonalityFriendlinessandcongenialityofemployeestowardsoneanother.—InsuchcompaniesasNokiaCorporation,theemployeesareallhighlyfriendlyandcongenial.CultureastheOrganization’sPersonalityValueplacedonpeopleintheorganization—SuchorganizationsasHewlett-PackardandStarbuckstreattheiremployeeswellandhavelowemployeeturnover.CultureastheOrganization’sPersonalityQuestionsforDiscussion—WhatisthecorporatecultureofUPS?—WhatarepeopleworkingatMCIencouragedtodo?—InDuPontChemicalCompany,whatareemployeesexpectedtodo?AndhowaboutemployeesinNokiaCorporation?CreationofCorporateCultureCompanyFounders:—Thefoundersoftenpossessdynamicpersonalities,strongvalues,andaclearvisionofhowtheorganizationshouldoperate.—Theirvaluesusuallybecometheacceptedonesinthecompany.CreationofCorporateCultureCompanyFounders:—Microsoftcallsforworkinglonghours,partlybecausethatiswhattheco-founderBillGateshasalwaysdone.—RayKrocfoundedMcDonald’srestaurantchainonthevaluesofgoodfoodatagoodvalueinclean,family-orientedsurroundings.ThesekeyvaluesstillpersistatMcDonaldtoday.CreationofCorporateCultureExperiencewiththeGeneralBusinessandIndustryEnvironment—Somecorporateculturesareshapedbytheirinteractionwiththeexternalenvironment.—Walmart’suniquemarketnicheisitsmoderatequalitybutattractiveprices.CreationofCorporateCultureContactwithOthers—Shapeofanorganizationbasedonhowitdevelopsoutofcontactbetweengroupsandindividualswithinit.—Corporateculturereflectsthefactthatpeopleassignsimilarmeaningstovariouseventsandactionsandtheycometoperceivethekeyaspectsrelatedtotheorganization’sworkinasimilarmanner.CreationofCorporateCultureQuestionsforDiscussion—Whatarethethreemajorfactorscontributingtotheemergenceoforganizationalculture?—Trytoillustratehowanorganizationalcultureiscreatedbyitsfounderorfounders—Trytoillustratehowanorganizationalcultureiscreatedbyitsexperiencewiththegeneralbusinessandindustryenvironment.—Howdoesanorganizationformitsculturebycontactwithothers?MechanismsforTransmittingCorporateCultureSymbols/SlogansObjectssaymorethanwords.Companiesoftenrelyonsymbols,materialobjectsthatrepresentmeaningswhichextendbeyondtheirrepresentedvalue.—Impressivebuildings—Corporatecars—Golfclubmemberships—Airplanes—ThesizeorpositionofanofficeMechanismsforTransmittingCorporateCultureStories—Storiesillustratekeyaspectsofacorporatecultureandtellingthemcaneffectivelyintroduceorreaffirmthosevaluestoemployees.—Smalltalescanbecomelegendsbecausetheysoeffectivelycommunicateamessage.MechanismsforTransmittingCorporateCultureJargon—Thespecializedlanguagedefinesaculture.—Theslangorjargonusedinacompanyhelpsitsemployeesdefinetheiridentitiesasmemberofanorganization.—Thesetermsasacommonfactorbringtogetheremployeesbelongingtothatparticularcultureorsubculture.MechanismsforTransmittingCorporateCultureCeremonies—Specialeventscommemoratecorporatevalues.—Companiesdoagreatdealtosustaintheirculturesbyconductingvarioustypesofceremonies.MechanismsforTransmittingCorporateCultureDefiningCultureinWriting—Somecompanieshaveexplicitlywrittentheirprinciplesforalltosee.—Somecompanieshavechosentomakeexplicitthemoralaspectsoftheirculturesbypublishingcodesofethics,explicitstatementsoftheirethicalvalues.—Theclearenunciationofacompany’scodeofconductallowsanemployeetodeterminewhetherornotheorshefitsinthatparticularculture.MechanismsforTransmitting