2022年BEC商务英语阅读精选（5）

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2022年BEC商务英语阅读精选（5）

Corporate Culture

Culture can be viewed at several levels. Some aspects of culture are visible and tangible and others are intangible and unconscious. Basic assumptions that guide the organization are deeply rooted and often taken for granted. Avoidance of conflict is a value that is an excellent example of an unconscious norm that may have a major influence on the organization but is frequently unconscious. For an insider, this is difficult or impossible to see, particularly if the individual has "grown up" in the organizational culture. Recently hired employees, the external consultant and the executive coach are frequently in the best position to identify these unconscious assumptions or values. Espoused or secondary values are at a more conscious level; these are the values that people in the organization discuss, promote and try to live by. All employees of Hewlett Packard, for example, are required to become familiar with the values embodied in the "HP Way".

Some of the most visible expressions of the culture are called artifacts. These include the architecture and decor, the clothing people wear, the organizational processes and structures, and the rituals, symbols and celebrations. Other concrete manifestation of culture are found in commonly used language and jargon, logos, brochures, company slogans, as well as status symbols as cars, window offices, titles and of course value statements and priorities. An outsider can often spot these artifacts easily upon entering an organization. For insiders, however, these artifacts have often become part of the background...

One of the critical factors in understanding a corporate culture is the degree to which it is leader-centric. Ask yourself, how central is our leader to the style of this organization? If you are the leader yourself, the culture of your company is likely to reflect your personality, including your neurosis. So if the CEO avoids conflict and tends to sweep it under the carpet, don't be surprised if you see avoidance of conflict played out in the organization. The behavior

that is modeled by the leader and the management team profoundly shapes the culture and practices of the organization. What management emphasizes, rewards and punishes can tell you what is really important. The behavior of members of the senior team, their reactions in crises and what they routinely talk about, all sets the tone of the culture. If the culture is already firmly established when the CEO assumed leadership and he/she simply inherited a strong set of traditions, then he/she may play the role of the guardian of the old culture. On the other hand, CEOs such as Lou Gerstner at IBM, or Lee Lococca at Chrysler were brought in to be a change agent charged with dramatically transforming the organizational culture.

参考译文

企业文化

文化可以从几个层面来理解。文化的有些方面是看得见摸得着的，而其他方面优势摸不着、意识不到的。指导企业的基本设想已经深入人心并且被认为是理所当然的。避免冲突就代表一种不自觉规范的价值观，这种规范可能会对企业产生一种很大的影响，但人们往往意识不到它的存在。这对一个处于企业文化内部的人，特别是对于一个在这种企业文化中“成长”起来的人来说，是很难或者是不可能看到的。新雇佣的员工、企业外部的顾问或者行政指导，往往最有资格识别这些设想和价值观。被采纳或者次要的价值观处于一个更加自觉的层面。这些是企业内部员工讨论、倡导并赖以生存的价值观。比如说，惠普公司要求其所有员工都要熟悉“惠普式”的价值观。

文化最直观的体现出来的东西叫做人为产物。他们包括建筑和装修、员工服饰、企业运作程序和企业结构，各种仪式、各种标识和企业庆典等。其他具体的文化表征可以在常用语、行话、各种标志、小册子、公司口号，以及地位象征如汽车、敞亮的办公室、头衔中找到，当然还包括价值取向跟优先权。一个局外人往往一进入企业，就能轻而易举的发现这些人为现象；而对企业内部的人来说，这些人为形象往往变成了企业的一部分了……

了解一个企业文化的重要因素之一是了解其以领导为中心的程度。可以问一问自己，领导在企业作风中占了多么总要的位置？如果你是领导，你公司的文化会反映出你的个性，甚至包括你的神经质症状。所以，要是公司总裁习惯掩盖冲突并把它隐藏起来的话，那么，如果你在的公司里看不到冲突就不用惊讶了。领导者和管理人员所示范的行为对企业文化和行为习惯可以产生深刻的影响。管理部门强调什么，奖罚什么等等这一切都告诉你什么才是真正重要的。高层管理人员的行为、对危机的应对以及最常谈论的事情都能给企业文化定下风格基调。如果当一个总裁肩负起领导职责的时候，企业文化已经深深地扎根了，那他/她仅仅是继承这一套强势的文化传统，承担起旧文化的捍卫者这一角色。但在另一方面，像国际商用机器人公司的卢·杰斯特纳和克莱斯勒汽车公司的李·艾柯卡那样的总裁，作为变革的代理人，却承担这对公司文化进行重大改革的重任。

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