1、Corporate+Culture+ 2. foundation for all decisions and actions within an organization; 3. the way things are around here.Every time people come together with a shared purpose, culture is created. This group of people could be a family, neighborhood, project team, or company. Culture is automatically
2、 created out of the combined thoughts, energies, and attitudes of the people in the group.I often compare culture to electricity. Culture is an energy force that becomes woven through the thinking, behavior, and identity of those within the group. Culture is powerful and invisible and its manifestat
3、ions are far reaching. Culture determines a companys dress code, work environment, work hours, rules for getting ahead and getting promoted, how the business world is viewed, what is valued, who is valued, and much more.Culture shows up in both visible and invisible ways. Some manifestations of this
4、 energy field called “culture“ are easy to observe. You can see the dress code, work environment, perks, and titles in a company. This is the surface layer of culture. These are only some of the visible manifestations of a culture.The far more powerful aspects of culture are invisible. The cultural
5、core is composed of the beliefs, values, standards, paradigms, worldviews, moods, internal conversations, and private conversations of the people that are part of the group. This is the foundation for all actions and decisions within a team, department, or organization.Business leaders often assume
6、that their companys vision, values, and strategic priorities are synonymous with their companys culture. Unfortunately, too often, the vision, values, and strategic priorities may only be words hanging on a plaque on the wall.In a thriving profitable company, employees will embody the values, vision
7、 and strategic priorities of their company. What creates this embodiment(or lack of embodiment)is the culture that permeates the employees psyches, bodies, conversations, and actions.The energy fields that make up a groups culture are dynamic and change continuously. Culture is created and constant
8、ly reinforced on a daily basis through conversations, symbols, rituals, written materials, and body language. It is the small, mundane actions and behaviors that create a culture and can shift a culture.Creating and sustaining a healthy, vibrant culture requires reinforcement of the culture through
9、daily and proactive conversations and communications. The failure to discuss the values, purpose, and rules within a group often leads to a culture that is at cross purposes with the stated intention of the group. Poor communication creates a lot of confusion and often a crisis of meaninglessness.Si
10、nce a culture is created every time a group of people come together to form a team, a company will have many sub-cultures that exist within its main culture. For example, the marketing and technology teams may have different worldviews, jargon, work hours, and ways to do things. A big challenge for
11、todays company is to create a strong, cohesive corporate culture that pulls all of the sub-cultures together and ensures that they can work as a unified team.Most companies try to “fix“ perceived problems by addressing the parts of the corporate culture that are easy to see. Some quick-fixes include
12、 holding Friday beer bashes and company picnics or adding fringe benefits and perks. None of these actions will have a powerful or lasting effect on a companys culture.So, if the powerful part of culture is invisible, how can you affect it? Through conversation. Conversations have the power to make
13、the invisible visible. Language is not merely descriptive, it is generative. Language and conversations have the power to generate a new, powerful future and to create a cultural energy field that will support and sustain this future.The CEO and leadership team of a company have a powerful impact on
14、 culture through their conversations and behaviors. Business leaders can pro-actively create a thriving culture by understanding what culture is(and is not)and learning how to have fundamental business conversations.Unfortunately, most business leaders receive little or no education on how to have p
15、owerful conversations that generate culture and actions. Culture building can be learned, but it takes an honest commitment from the leadership team of an organization.BExercises/B（分数：18.00）(1).I. Match the word with the appropriate meaning.A. be made up of（分数：1.00）填空项 1:_(2).Be composed of（分数：1.00）
16、填空项 1:_(3).Synonymous（分数：1.00）填空项 1:_(4).Priority（分数：1.00）填空项 1:_(5).Manifestation（分数：1.00）填空项 1:_(6).Permeate（分数：1.00）填空项 1:_(7).II. True or False.Culture will be created when people come together with the shared thoughts, energies and attitude.（分数：1.00）A.正确B.错误(8).Corporate culture is not powerful
17、 and important as people expected it to be.（分数：1.00）A.正确B.错误(9).Corporate culture can be observed via dress code, work environment and title in a company.（分数：1.00）A.正确B.错误(10).Foundation for all decision and action within an organization are visible.（分数：1.00）A.正确B.错误(11).It is not employees business
18、 to express their attitude toward companys value, vision.（分数：1.00）A.正确B.错误(12).The sub-culture will do harm to entire company if the employer wants to hold the employees together as unified team.（分数：1.00）A.正确B.错误(13).III. Multiple Choices.The following are the definition of corporate culture except
19、 .（分数：1.00）A.it is a phenomenon that is originated when people collaborate with each otherB.it is the manifestation of companys vision, value and strategic prioritiesC.it is the basis for all decision and action within organizationD.it is the traditional principle that passed down from generation t
20、o generation(14).Which factor can not be observed among corporate culture?（分数：1.00）A.Dress code.B.Work environment.C.Beliefs.D.Work hours.(15).What should company do if it wants to achieve the healthy corporate culture?（分数：1.00）A.To have daily conversation on value, purpose and rule.B.To raise the s
21、alary.C.To create friendly working environment.D.To let employee have equal opportunity in determining values, propose and rule within the organization.(16).Which of the following will not help company to build energetic corporate culture?（分数：1.00）A.Conversation.B.Company dinner.C.Language.D.Behavio
22、r.(17).What should company leaders do if they intend to create prosperous culture within the company?（分数：1.00）A.To consult employees at all levels.B.To fully understand what culture is and to learn how to have business communication.C.To work with employee to cope with difficult situation in times o
23、f crisis.D.To work together more effectively.(18).IV. Answer the questions. Is it possible to assess the corporate culture? 19. Will the corporate culture remain the same or change constantly? 20. Can you introduce corporate culture of certain company( such as Coca-Cola Company)?（分数：1.00）填空项 1:_二、BT
24、ext B/B(总题数：1，分数：28.00)BBackground Information/BCulture diversity in the workplace is a worldwide concept that continues to evolve as more industries move into the global market. Most people try and hold the belief that all people are of equal stature and deserve all of the same opportunities invari
25、ant of their race, age, gender, disability, religion or sexual preference. This concept which is becoming multi-faceted is leading to changes in the American workforce, creating equal privileges and opportunities for every human being. The idea of diversity in the workplace is the business reaction
26、to sociological changes and pressure from social rights groups. In creating a diverse work setting there must be an atmosphere where all employees feel that they are valued by and contributing to an organization.BCultural DiversityIBM Style/BCultural diversity initiatives can provide organizations w
27、ith a number of benefits, however there are a number of variables that can impact upon the success of such initiatives. Kylie Nicolson looks at the history of cultural diversity within IBM Australia, examines the business case for establishing diversity strategies and shares some of the initiatives
28、employed by IBM.Its tempting for organizations in Australia to assume that employee communities generally reflect multicultural Australia. Certainly the experiences at IBM Australia during the past few years have taught me the value of reality-checking assumptions about what it means to be a cultura
29、lly diverse organization.Formal statements relating to diversity at IBM can be found as far back as 1953 by the then CEO Thomas J Watson, who said: “It is the policy of IBM to hire people who have the personality, talent and background necessary to fill a given job, regardless of race, color or cree
30、d.“More recently, in 2001, IBM Australias bi-annual employee opinion survey included questions to enable us to better understand how different ethnicities within the corporate culture of the company. The study findings presented some variation between ethnic groups in individual levels of satisfacti
31、on with particular variables. Cultural issues did make an impact on how staff felt about IBM, especially where differences impeded clear communication, for example, between a line manager and staff member.The decision to develop a strategy for cultural awareness and acceptance within IBM Australia w
32、as driven by corporate values, legal requirements and the business case. IBMs thinking on cultural diversity did not develop in a vacuum. It is a long-held view that by valuing diversity, IBM uncovers new perspectives taps different knowledge and experience and generates innovative ideas, suggestion
33、s and methods.Making the business case for diversityIBMs employee opinion survey(EOS)provided the hard data to substantiate the business case for cultural diversity. Modem organizations face a skills quandary. On the one hand, their workforce is ageing and skilled workers are in increasingly short s
34、upply, while the demands of clients driven by globalization and advanced technologies are becoming more complex. So any organization that fails to maximize opportunities for all employees will fall into a talent gap and miss business opportunities.Part of the business case was about retention, parti
35、cularly retaining people with languages other than English as their first language. Such employees are crucial to IBMs ability to serve its international clients. For example, an IBM Information Technology helpdesk, based in Brisbane, mainly deals with Japanese clients.Another case reflected the glo
36、bal business market in which IBM operates. Employees must recognize and act on global opportunities. They must be able to operate effectively in a variety of cultural and business environments, whether traveling overseas or operating at home.Making cultural diversity part of IBM Australia “s DNAOur
37、most effective diversity programs combine “push and pull“ strategies. Weve made good top down practices such as formalized training or policies like floating cultural holidays(exchanging an Australian public holiday for another significant cultural holiday). However the truly great progress has come
38、 about through the momentum generated by individuals who are passionate about diversity issues and truly want to make it happen.Aside from IBMs diversity team within human resources, three other groups within IBM have formally identified roles in the implementation of the companys overall diversity
39、strategy. These are IBMs Diversity Council, diversity contact officers and diversity champions.The Diversity CouncilIBMs Diversity Council, chaired by our CEO Philip Bullock, ensures that IBM visibly encourages and values the contributions and differences of employees from various backgrounds. Its k
40、ey objectives are to heighten employee awareness, increase management awareness, and encourage the effective use of IBMs diverse workforce.It does so through key initiatives such as developing attraction and recruiting strategies along with retention and awareness strategies(which includes the educa
41、tion of managers and employees). Once the business case for cultural diversity was established, it became a focus for the council and IBMs HR director, Robert Orth. In this capacity, Orth works with a team of senior IBM managers who champion particular diversity programs within IBM. This is achieved
42、 through personal commitment, regular communication, by gaining support for the program from other IBM managers and influencing decision making that may impact on the program.Under the guidance of the Diversity Council, a series of cultural diversity employee roundtables have been held to gather mor
43、e face-to-face feedback and ideas from staff. These meetings have generated many practical ideas for increasing awareness of cultural diversity within IBM, such as the suggestion for a cross cultural communication course. Others, such as a networking and cultural evening with the Vietnamese communit
44、y in Brisbane, were one-off events.Diversity contact officersDiversity contact officers are regular permanent employees who volunteer to be conduits of information relating to diversity, are trained as work/life balance coaches, and help to integrate people with a disability into the IBM workforce.
45、They include men and women from a variety of ethnic backgrounds, people with disabilities and people who are gay or lesbian, transgender or bisexual, to reflect the diversity of our organization.Diversity championsOur internal diversity awards recognize and celebrate individuals whose actions encaps
46、ulate our diversity principles. They help to raise awareness of the diversity program and establish cultural diversity as the “norm“ within the company.The power of internal awards for diversity champions lies in bringing to life the actions of “real“ employees. The diversity team works closely with
47、 internal communications and public relations to communicate success stories. Ensuring that stakeholders outside the company know about the diverse culture within IBM directly supports recruitment efforts and forming commercial relationships, reinforcing the business case.Professional DevelopmentIBM
48、 managers “Quick Views“ are, as the name suggests, intranet-based resources designed to give managers essential and accessible information to conduct business successfully with clients or colleagues from another country. Topics include: culture and globalization, culture and business and diversity a
49、nd multicultural management. So if a manager is called upon to travel suddenly to a new culture, Quick Views offer handy hints on business meeting protocol.Another professional development initiative is IBMs “Shades of Blue“a more in-depth program for managers who are engaged in cross-cultural business interactions or have multicultural teams. Shades of Blue are a unique learning experience in developing cross-cult
