范文为教学中作为模范的文章，也常常用来指写作的模板。常常用于文秘写作的参考，也可以作为演讲材料编写前的参考。那么我们该如何写一篇较为完美的范文呢？下面我给大家整理了一些优秀范文，希望能够帮助到大家，我们一起来看一看吧。
企业文化建设外文翻译论文 企业文化建设外文翻译篇一
企业文化
已经写了许多文章和书籍近年约有文化组织，通常被称为“企业文化”。该字典对文化“开发智力和道德行为能力,特别是通过教育” 这将使用文字略有不同文化的定义：“道德、社会、一个组织和行为准则的基础上，信念，态度和优先委员。” 用“先进文化”、“原始文化”的定义，可申请一次，但不是后者。
每个团体都有自己独特的文化价值，大多数组织不自觉地在努力营造某种文化。该组织是典型的文化创造自觉，基于价值观的高层管理或一个组织的创始人。
惠普是一家公司，长期以来，有人意识到其文化(惠普办法)，并致力于维护它多年来。惠普公司的企业文化是基于1)尊重他人，2)社会意识，3)朴实勤奋(财富杂志，1995年5月15日)。一直保持着广泛而发达的经理和员工培训。惠普的成长和成功，多年来一直在很大程度上是由于它的文化。
另一个成功的公司动用了大量的精力，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，它还具有良好的信誉。委员会在一篇文章中写journal(美国赔偿协会)，995年冬季,草本kelleher、西南夫特，如何保持其文化西南显示：
“如果你先从你想租用的人, 大概你能建立一个有准备的劳动力,你的愿望：文化。” “另一个重要的就是要花费很多时间培养人,并与他们进行了多种形式的沟通，而大部份是风范，有时候我们容易忽略的事实。这风度，你和你的行为似乎是一种沟通。我们希望我们的人民感到满足和快乐，我们希望我们的管理和焕发的风采，我们是人民的骄傲，我们为有兴趣的个人和有兴趣的人以外，我们的工作团队, 包括好的和坏的事情发生在自己个人。”
在这两个例子,提醒公司的高级管理人员保持警觉，留意自己的文化，行为规则和相对明确的界限，经常沟通。不过这不是典型。我相信大多数组织运作与文化多样性，这是世界范围内流动，尤其是考虑到越来越多的文化和价值观。
最近有一些模型试图创造文化多样性研究和分类。有一种模式——霍夫斯塔德文化取向模式。据报道，1995年春发行何种journal，基于文化划分五个连续体落在何处：
1.个人与集体取向
层次行为是适当调节
2.电力远程定位
那么强大多大程度上接受当事人及现行权力分配的程度而坚持 正规渠道不变.3.不确定避税方向
多大程度上员工威胁含糊,相对重视员工规则 长工转归通过明确职业阶梯.4.显性价值取向
主导性价值--例如，自信、金融重点，明确界定的性别角色、正式结构与关怀他人，注重质量关系和满足感、灵活性
5.短期与长期方向
使用时间:短期(涉及更倾向消费)与长远(涉及维护地位的关系).有一些争论,应设计公司的人事政策和奖励制度围绕文化价值。目前公司往往不会因为某些文化观念的关注。流行趋势则是公司的“再造”自己，企图改变其涉及文化、通常一个团队的方向。据该委员会的消息(1995年9月)研究报告显示，伦敦一家公司必需换一个“团队文化”：
共同组织承诺和一贯目标组织承诺 队员之间角色的明确 领导班子 相互负责的团队 辅助知识与技能 加固所需行为能力 功率(实际和知觉)共用奖励
企业文化的重要性日益发展的结果，最近几次，公司鼓励职工更负责任的行为,如换取更加灵活的工作时间表，预计员工总是“待命” 与传统社区更加消亡(如居民区等),，填写公司雇员需要同属一个社区。在此同时，公司正在鼓励形成团队小组。
因此,组织领导人不应无视企业文化。相反，它应在该组织的使命，理想、目标报表，并强调在培训和公司通讯公司赞助。报表应当包括以下内容：
至财政成功等(雇员希望同属一个成功组织)被接受的文化多样性(华裔)鼓励雇员“有生命”公司外(足够支付时间过好处,并鼓励员工 花时间)
外文文献原文
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)
企业文化建设外文翻译论文 企业文化建设外文翻译篇二
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.企业文化
企业文化的概念
企业文化是指企业全体员工在长期的创业和发展过程中培育形成，并共同遵守的最高目标，价值标准，基本信念及行为规范。它包含着非常丰富的内容，包括经营哲学、价值观念、企业精神、企业道德、团体意识、企业形象、企业制度，其核心是企业的精神和价值观。
企业文化的价值
1、企业文化影响企业生命力
文化虽然是无形的，但他无处不在，无时不有。无形的比有形的重要，软件比硬件重要，这不仅是经济时代的特征，也是企业文化管理方式作为管理理论和管理实践长期发展和自然结果。
企业文化是企业的灵魂，是推动企业发展的不竭动力，是获得经济效益和经济增长的最佳途径，发展需要文化，文化支撑发展，没有文化底蕴的企业是不可能快速发展和长盛不衰的。
2、企业文化塑造企业核心竞争力
20世纪60年代企业竞争的核心内容在于技术，70年代在于管理，80年代在于营销，90年代在于品牌，21世纪企业竞争的核心在于文化。企业的短期繁荣可以通过许多方式获得，但企业持续增长的力量只能从优秀企业文化中获取，适宜的企业文化对企业的发展壮大的作用不可估量，因为它对企业员工有着无穷的驱动力。
企业文化的核心是其思想观念，它决定着企业成员的思维方式和行为方式，能够激发员工的士气，充分发觉企业的潜能。一个好的企业文化建立后，她所带来的是群体的智慧，协作的精神，新鲜的活力，这就相当于为企业装上了一台功率强大的发动机，为企业创新和发展提供源源不断的精神动力。
文化是调动和组织员工最有效的手段，是员工归属企业的界限和标准，是企业产生内部凝聚力和外部扩张力的源泉，这就是企业文化所具有的强大力量。正是这这种无形的、深藏于人心的力量，正是这种不需文档传递，不用人为操作、监督、检查不被复制的特点使企业文化成为企业的核心竞争力。
品牌文化的概念
品牌文化是品牌价值最核心的体现，品牌文化蕴涵着品牌超越物质使用价值的价值理念、品位、情趣、情感抒发等精神元素，是品牌价值内涵及情感内涵的自然流露，是品牌触动消费者心灵的有效载体。品牌文化最核心的价值就在于，把产品从没有情感的物质世界带到丰富多彩的精神世界。品牌文化不仅能增进消费者对品牌的好感和美好联想，更能使品牌形成核心竞争优势。
品牌的文化主要由三个层面构成：第一个层面是品牌的价值系统，它由一系列的理念所组成，包括品牌拥有者和运营者所追求的品质理念、经营理念、服务理念、社会理念等等，是品牌运营者企业文化所有精髓的完整体现；第二个层面，是品牌的行为模式，包括品牌运营者所采用的管理方法、营销策略、市场拓展手段、传播渠道、服务机制与态度等等；第三个层面是品牌的视觉形象层面，这一个层面主要包括品牌的名称、品牌的诉求、品牌的标识、品牌产品的外在形象等等。品牌文化建设即是从以上三个角度出发，以适应消费者需求，实现品牌形象塑造、维护为目标，完成品牌与消费者“心灵契约”构建的过程。
品牌文化的概念
品牌文化是品牌价值最核心的体现，品牌文化蕴涵着品牌超越物质使用价值的价值理念、品位、情趣、情感抒发等精神元素，是品牌价值内涵及情感内涵的自然流露，是品牌触动消费者心灵的有效载体。品牌文化最核心的价值就在于，把产品从没有情感的物质世界带到丰富多彩的精神世界。品牌文化不仅能增进消费者对品牌的好感和美好联想，更能使品牌形成核心竞争优势。
品牌的文化主要由三个层面构成：第一个层面是品牌的价值系统，它由一系列的理念所组成，包括品牌拥有者和运营者所追求的品质理念、经营理念、服务理念、社会理念等等，是品牌运营者企业文化所有精髓的完整体现；第二个层面，是品牌的行为模式，包括品牌运营者所采用的管理方法、营销策略、市场拓展手段、传播渠道、服务机制与态度等等；第三个层面是品牌的视觉形象层面，这一个层面主要包括品牌的名称、品牌的诉求、品牌的标识、品牌产品的外在形象等等。品牌文化建设即是从以上三个角度出发，以适应消费者需求，实现品牌形象塑造、维护为目标，完成品牌与消费者“心灵契约”构建的过程。
