团队文化建设外文参考翻译文及原文 第3页
作为企业文化工作者就必须深刻地理解企业文化，企业文化究竟是什么，到底是一种什么形态，企业文化到底需要做什么工作，企业文化应该怎样理解执行，企业文化会给企业带来什么。带着以上诸多问题，结合目前实际情况，在这里我想与大家讨论交流一下，可能有的看法过于偏激，但是我衷心地希望，能够共同提高我们对企业文化的认识，以便于今后企业文化工作的开展。
一、企业文化不是扯老虎皮、树幌子，绝对不可以挂羊头买狗肉。而是应该扎扎实实的发掘企业文化，提炼企业文化。
当前，我们企业文化工作正在受到一股不良风气的影响，一些人根本就没有从企业文化的实际出发，努力摸索出一条适合企业自身发展的道路。而是急功近利，千方百计、挖空心思去抄捷径。于是乎，就把企业文化来了个包装炒作，扯上了老虎皮，树起幌子，专门挑一些非常响亮、时髦、心潮的口号，也不联系企业实际情况，一味地生吞活剥，不加消化，并堂而皇之的把这些口号形式主义当作大帽子，强制性扣在每一个人头上。可悲的是连他们自己也没有理解企业文化到底是什么？所以说当你挂着“企业文化”的羊头去买“口号文化”的狗肉时候，又怎么让人接受你这是在真真正正搞企业文化呢！
企业文化是企业多少年发展过程中积累企业精神财富，就其本质来说，是人文化。研究企业的文化，应该以“企业人”为出发点，以企业为落脚点。说得通俗一点，企业文化的中心目的是为了搞好企业。从一定意义来说，是企业家的文化，是企业经营者的文化，是企业领导人的文化。企业要塑造文化环境，去提高员工文化，才能营造共同的价值观。
How constructs the highly effective Trans-Culture team
The economical globalization takes to the management the influence, made the people more and more to realize team's importance.Transnational trade, Trans-Culture management, trans-departmental communication ......In all these noun behind, we may discover the 原文请找腾讯752018766优,文-论'文.网
http://www.youerw.com team construction? How founds most suits the development the team culture? How maintains the non-barrier in the team the communication? How displays the leadership strength in the team and carries out the strength? What type do we this regard as important the question?
One. Cultivation team cohesive force.
First should the enterprise culture which cooperates mutually in the enterprise interior establishment and the propaganda, the maintenance enterprise longitudinal, crosswise exchange the channel unimpededness, causes the information and the knowledge at the enterprise interior wide-ranging exchange and the dissemination.Next, the head of undertaking should take the team the construction, the guidance team's healthy development, forms one the environment and the atmosphere which favors the team to develop.
Once more, through holds the member conference, conferences and so on project progress appraisal meeting causes everybody to meet frequently the exchange.When the team members feel the collective the existence, the cohesive force also naturally raises.
Two. Has the control authorization.The team the reason that can operate effectively, gives credit to a great extent in the team interior member enjoys in the full independent decision-making power, including can draw up the production goal, hire the staff, the appraisal achievements independently and so on.But the full authorization was not equal to does not need to lead and to manage, therefore is authorized should divide the stage to have the plan to have the control to carry on, avoids chaotic.The head of undertaking should release authority gradually by the nimble way, and unceasingly carries on the appraisal to team's achievements.
Three. Effective drive.Generally speaking, was driving effectiveness far strong in negative drive, thus the enterprise should formulate a perfect reward system for team's smooth movement.At the same time, the relative achievements appraisal system also is one kind of effective drive measure.It can control to a certain extent and reflect member's corresponding endeavor is horizontal.Besides between the team members carries on the relative achievements appraisal, between the team also may carry on the achievements appraisal.上一页 [1] [2] [3] [4] [5] [6] 下一页
团队文化建设外文参考翻译文及原文 第3页下载如图片无法显示或论文不完整，请联系qq752018766
