修改论文 The Support Of Organizational Culture To Organizational Strategy

修改论文 The Support Of Organizational Culture To Organizational Strategy

Corporate culture not only have impact on customers' decisions, but also on the employees' satisfaction and performance, which is related to the service to the guests. Organization culture is important in hotel because it sets out a control mechanism. It influences the the relationship between the employees and how decisions are made by managers in hotel. An example is where the hotel hire a new supervisor who make decisions without studying the organizational culture first, If the changes he makes conflict with the organization culture, it will confuse the employees' behavior. In Hilton, the hotel management do it specially, other hotel put the customers in the first place, but in Hilton, they also put their employees in the first place, not matter you are the general manager or the cleaner of the back area, they think that in the hospitality industry fulfilled guests are the direct result of a fulfilled staff. The hotel offer scholarships ,travel plans, health schemes for the employees, and trust, respect, understand their employees, create the relaxed working environment to build team spirit and good mood. Hilton elevator program, which develop a group of talented, internationally mobile people and fast track them to General Management positions within 5-8 years of starting the Programme, also helps the corporate retain their talent employees and attract more new employees.

Nowadays, the most important thing lead brands famous or not normally is their strong culture. Successful organizations often ask themselves: how do we continue grow and promote the continuation of organization culture that makes them successful? Amazon purchased Zappos.com. Why? One key reason: because of their culture and potential to innovate the customer experience on the web and "WOW" them. What are the ingredients for the kind of brand culture that will fuel your company's sales, create customer loyalty and attract the right people to work with. When company begin to create culture, people are the company's asset. A company existing in the world now consist lots of people - staffs, guests and suppliers. That's why people and what they think and feel matter now more than ever before. The look of a company's advertising, design of the web site, coolness of its mobile apps are all important, but not as important as the voice and the actions of its people. Building a strong brand culture, then, starts with the people. The culture is not 'owned' by the marketing team, it is owned by the entire company - from the CEO to the customer service rep and everyone in between. And companies that nurture a distinct brand culture in the workplace will become a distinctive brand in the marketplace. Focus on developing your people and relationships and everything else will follow.

组织文化对消费者决策的影响，员工绩效和企业品牌，它也可以影响领导，领导是由文化创造的；其领导人创造了文化，领导者应该负责的组织，而组织文化也在工作中对他们的决策产生巨大影响。如果领导者要改变公司的某些东西，他们的领导风格应该战略性地调整和适应组织文化。领导者根据组织的基本假设，有决定企业的日常业务和活动计划的作用。如果下属的行为是按照领导所概述的计划所获得的价值是高的，反之当个人的行为在组织内是远离真理的规定在工作计划中的领导者，那么它的价值是低的。领导是关于监督和指导以下员工的一个统一的标准或目标，通过广播作为一个积极的影响和使用激励策略。领导者可以用来引导企业通过组织、操作、结构和可操作性的改革。这一现象可以说是类似于组织提出的增长阶段，尤其是在第二生长阶段，组织成长的基础上引导（方向）的领袖，被组织同意。这种现象可以被扭转，这意味着领导者可以创建由组织文化的领导者出生时作为继承者（继承）在组织文化已采取持有，并已成为组织生活的一部分。一个例子是在政府组织。一个国家或政府是从宪法的基础上诞生的，是国家宪法和生命哲学的基本假设，是政府文化的基本假设。新领导人作为下一代将继续以前的领导的基本假设，新的领导人作为继任者将持有和保存的组织文化。可以说，新的领导是由组织文化创造的。这种想法已被证明。在他的研究中，他发现转型领导的维度的差异，尤其是对个人魅力和激励动机的差异性。美国工人有更大的领导能力的变量，重点是远见，预期的未来，乐观，并在实现业务成果的热情。而在德国，工人有更少的魅力和主动性。但在交易型领导方面没有什么区别。一些文化价值观也可以预测领导风格，但只有在小部分。这就解释了文化价值观对领导的影响不小。

Organizational culture can have impact on customer's decision, employee performance and corporate brand, it also can influence the leadership, leaders is created by the culture; culture created by its leaders, Leaders are supposed to be in charge of organizations, but the organizational culture also have huge impact on their decision-making in the workplace. If the leaders want to change something in company, their styles of leadership should be adjusted strategically and accommodated the organizational culture. Leaders have the roles to decide the daily business and program of activities according the basic assumption of the organizations. If the subordinates' behavior are in accordance with the program outlined by the leader the value obtained is high, and vice versa when the behavior of individuals within the organization is far from the truth as set forth in the work program by the leader, then its value is low. Leadership is about supervising and guiding the following employees towards a unified standard or target, by broadcasting as a positive impact and using motivational strategies. Leaders can be used to lead corporate through organizational, operational, structural and operational reforms.This phenomenon can be said to be similar to the growth phase of organization proposed by, especially in the second growth phase in which an organization grew on the basis of guidance (direction) of a leader that has been agreed upon by the organization. The phenomenon can be turned around, meaning leader could be created by the organizational cultural when the leader is born as a successor (succession) in an organization in which the organizational culture has taken hold and has become part of the life of the organization. An example is in the organization of government. A country or government was born from the foundations of the Constitution and the philosophy of life in which the state constitution and the philosophy of life is the basic assumption of the government culture. New leader as the next generation will continue the previous leadership with the basic assumption that the new leader as the successor will hold and preserve the culture of the organization. It can be said that new leader was being created by the organizational culture. This thinking has been proven by. In his research, he found that the differences of the dimensions of transformational leadership, especially is on the charisma and inspirational motivation. U.S workers have greater leadership on the variables that focus on the vision, expected future, optimism, and enthusiasm in achieving business results. While in Germany, workers have less charisma and initiative. But there is no difference in terms of transactional leadership. Some cultural values may also predict leadership style, but only in small portions. This explains that cultural values have little affect on the leadership.

Building organizational culture should be taken long time, thus let the employees learn the organizational culture also be difficult, culture is transmitted to employees in a number of forms, the most potent being stories, rituals, material symbols, and language. When Henry Ford II was chairman of Ford Motor Company, you would have been hard pressed to find a manager who had not heard how he reminded his executives, when they got too arrogant, "it is my name that's on the building." the message was clear: Henry Ford II ran the company. A number of senior Nike executive spend much of their time serving as corporate storytellers. And the stories they tell are meant to convey what Nike is about. When they tell how co-founder Bill Bowerman went to his workshop and poured rubber into his wife's waffle iron to create a better running shoe, they are talking about Nike's sprite of innovation. When new hires hear tales of Oregon running star Steve Prefontaine's battles to make running a professional sport and attain better-permanence equipment, they learn of Nike's commitment to helping athletes. Stories such as these circulate through many organizations. They typically contain a narrative of events about the organization's founders, rule breaking, rags-to-riches successes, reductions in the workforce, relocation of employees, reactions to past mistakes, and organizational coping. These stories anchor the present in the past and explain and legitimate current practices.