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Introduction

ltureisstrong,erthe

core,enterpris

hasastrongcorporateculture,butalsoaffecttheiremployeesfollowtheWegman'sculture.

andWeakCulture

1.1DefinitionofStrongandWeakculture

ndividetheintostrong

andweakculture,Cultureisthekeyvaluesare

Culturewillrestrict

amanager'rmineswhat

zationshavestrongcultureshaveaveryclear

culturalimpactfortheemployee'sbehavior,andreducestaff

ontrary,(PhilipKotler&GaryArmstrong,[M]2010)

WeakCultureisthekeyvaluesthatcannotbewidelyacceptedandstronglyinsistcultural

organizations.

Inastrongculture,theorganization'scorevaluesarebothstronglyheldandwidelyshared.

Themorememberswhoacceptthecorevalueandthegreatertheircommitmenttothovalueis,

tentwiththisdefinition,astrongculturewillhaveagreatinfluenceon

thebehaviorofitmployeesbecauthehighdegreeofsharingandintensitycreatesatmosphere

ofhighbehaviorcontrol.

1.2ThecultureofWegman

CharacterizeWegman'cultureforthegreaterimpactof

employeebehavior,alresultofa

strongcultureshouldbeloweremployeeturnover.(Robbins,lter,[M],2007)Astrong

culturedemonstrateshighagreementamongmembersaboutwhattheorganizationstandersfor.

Suchunanimityofpurpobuildscohesiveness,

qualities,inturn,lesnemployees’propensitytoleavetheorganization.

Ingeneral,edwithother

professions,ultisanindustrythateshighannual

eesatWegman,however,dof

viewingtheirjobasatemporarytbackonthewaytoamoreillustriouscareer,manyemployeesat

becauthereisastrongcultureof

Wegman;itcancultivateworkinginterestofemployeessothatemployeestakeprideatwork.

Employeesandthecompanyformedaconsistentidentity.

1.3HowWegman’sculturaltoinfluencestaff

Wegmanwanttolettheculturewhichisdynamic,happy,mutualaid,loyaltycanaffectevery

employee,ore,theWegmanhasdonealot

Ingrainedmanagers

Wegman'anhalfofthemanagersstart

've

beenworkingatWegmanatleasttwodecades;

understandingofthecompany',themanagers

leadershipemployees,theywillfollowtheWegman'sculture,whichcancultivatealoyal

Wegman'ablestheformationofculturalheritage

Carefullectionemployees

Wegman’eesatWegmanarenotlected

badonthementalabilityorexperience,butintheinterestofthecandidatesasajudgment

wishtohireemployeesarealinterestinfood,theycanhelpthecompany

ployeesareinlinewithWegman'sown

culture,theyarealsomorelikelytoacceptthecompany'sothercultures.

Cautiouxpansion

BecauWegman’rowthisoftenslowandmeticulous,

hisrateofexpansionisslowbutitcan

ensurethateachstorecontainsastrongcultureofWegmanWhenanewstoreisopened,

employees

exitingemployeesarethenabletotransmittheirknowledgeandthestore’svaluestothenew

employees.

'sCulture

2.1TheprimarysourceofWegman'sculture

Theorganization'scurrentcustoms,tradition,andthegeneralwayofdoingthingsarelargelydueto

whadsusto

theultimatesourceofanorganization’sculture:itsfounder.

Foundersve

notacceptthe

previouspracticeortheshacklesofideology.(LiSufang[J]2009)Atypicalfeatureofthenew

furtherbeneficialthatthefounderimpositionsoftheirownvision

rethreewaystocreateacultural.

First:foundershireandkeeponlyemployeewhothinkandfeelthesamewaytheydo.

Secondindoctrinationandsocializeemployeestotheirwayofthinkingandfeeling.

Finallyfounders’ownbehavioractsasarolemodelthatencourageemployeestoidentifywith

themandtherebyinternalizetheirbeliefs,values,andassumption.

Wegman'sflagshipstorelocatedinNewYork,whichisthebrothersofJohnandWalter

cialfeatureisacoffeeshopthatatedinthestorecan

sly,founderspayattentiontothedeliciousfoodshighly.

Therefore,lpstomaintainthefounders’

ideasfocusingonthefood,creatingtheoriginalWegman''sdevelopmentit

,thefounders’attentiontothedeliciousfoodbecomesenas

cessorisconstantlystrengthenedanddeveloped

newcultures,point,thefounders’entirepersonality

becomembeddedinthecultureoftheWegman.

2.2Sustainownculture

Onceacultureisinplace,therearepracticeswithintheorganizationthatacttomaintainitbygiving

ectionprocess,performanceevaluationcritical,

traininganddevelopmentactivities,andpromotionensurethatthohiredfitinwiththeculture,

rewardthowhosupportit.(s&[M]2008)Insustain

Wegman’sculturalprocess,mainlyudtwomethods:Selectionpractices,theactionsoftop

management.

Selectionpractices

Theexplicitgoalofthelectionprocessisidentifyandhireindividualswhohavethe

knowledge,skills,andabilitiestoperformthejobwithinthejobwithintheorganization

isafoodstore,hehiredstaff,ofcour,isinterestedinfoodasa

lectioncriteriaandWegman'sculturetomaintainhavea

way,thecompanyinthelectionstaffprocessinsistedthe

Wegmanculture,screeningoutthowhoarenotinterestedinfood,orthreatenWegman's

culture.

Theactionsoftopmanagement

Theactionsofthetopmanagementalsohaveamajorimpactontheorganization’

management,throughwhattheysayandbehaviortoestablishtherolemodel,penetratinginto

theorganizationudtomaintaintheorganization''sfirstgenerationof

managerstofocusonemployeeinterestinfood,sowhetherintentionalornotemployeeswill

payattentiontofood’'ssonRobertrvedasPresident,hebelievedhimlf

andtheemployeehasnotdifferent,Walter'ssonaspresident,heandthestaffdonotconsider

themlvesdifferent,soheimmediatelyincreathenumberofemployeesgenerousbenefits,

suc

WegmanpresidentisRobert'inuedtocarryforwardtheWegman's

traditionalofconcerningforitmployees

2.3Anotherwaystomaintaincompany'sculture——Socialization

Inadditiontolectionpracticesandactingoftopmanagement,maintainedorganizationculture

approachtherearemanytypes.

Socializationisaneffectivemethod

.Nomatterhowgood

organizationdoesinstafflectionandrecruitment,newemployeescannotfullyadapttothe

etheyarenotfamiliarwiththeorganization'sculture.(StephenP.

Robbins&TimothyJudge[M]2008)Newemployeesarelikelytodisturbtheconceptsandhabits

zationswill,therefore,needtohelpnewemployeesadapt

totheorganization'ptationprocessiscalledsocialization

Socializationcanbedividedintothreestages.

PrearrivalStage

:Includingalllearningactivities

thispha,wecanclearly

eeachindividual'sdifferentvaluesandexpectationsofthecompany.

EncounterStage

:Atthis

stage,loyeesmayfaceto

iodisacrucialstageof

entheorganizationekstomoldtheoutsidersintoanemployee“ingood

standing”

MetamorphosisStage

:Tosolvetheproblemduringthecollisionmaylastarelativelylongperiodof

employeemasterstheskillsrequiredforthejobthatsuccessfullyperformsthenewroles,and

makestheadjustmentstotheworkgroup’svaluesandnorms.

Forexample,at

LimitedBrands

,Newlyappointedvicepresidentandregionaldirectorthrough

Onemonthtrainingprogram,itcalled“onboarding”.Purpoistoallowtheniorexecutives

integrateintothecompany'themonththeyhavetonodirectresponsibilitiesfor

d,theyspendalltheirworktimemeetingwithother

niorleaderandmentorsworkingthefloorsofretailstores,evaluatingemployeeandcustomer

habits,investigatingthecompetition,andstudyingLimitedBrands’pastandcurrentoperations.

ultureinWegman

3.1HowtolearnWegman'scultures——Stories

eusuallythefollowing

aspects:founderexperience,cuttingworkers,poofpromotedthe

storyistoprovideexplanationandsupportfortheorganization'an,managers

oftentellemployeestoWegman'sfounderstupinthestorecoffeeshop,thatuniqueapproachto

foodconcernmakeWegmanstandsoutinmanygrocerystores.

Wegmanuapart-timeinthecompany's19-year-oldcollegestudentsSaraasanexample.

HealwaysremembersJohnWegmanforherhelptodisplayshopfullofprai.“Ilovethisplace”

shesays.“Ifteachingdoesnotwork,Iwoulddoafull-timeatWegman”Wegman’swithspecific

thodisan

importantreasonforthesuccessofWegman'ts,amongemployeesandWegman,

ntlydescribedsuchstories,itprovideagoodexplanationand

channeltounderstandtheWegman'scultureforWegman'mployees,especiallynewemployees.

3.2Anotherwaysttolearncompany’sculture

Excepttellingstories,Wegmanalsocantransfertheircorporateculturetosubordinatesinmany

ffectivemethodslikeestablishmentofafixedritual,Creationofmaterialsymbol,and

usingtheinternallanguage.

Establishmentofafixedritual

Ritualsarerepetitivequencesofactivitiesthatexpressandreinforcethekeyvaluesofthe

organization—whatgoalsaremostimportant,whichpeopleareimportant,andwhichpeople

cancreatetheirrvicestandardsintotheslogan,requiring

employeestoreadoutloudeverymorning,asanincentivewaytotheemployeestofollow

g,webegantowork,readingtheslogancanincreaemployees'

k,canalsoremindstafftoallowemployeesmorememorizingWegman's

cultureThroughthisceremony,membersoftheWegman'sclolylinked,andtostrengthen

theWegman'sculture,amongthestaff.

Creationofmaterialsymbol

Thelayoutofcorporateheadquarters,thetypeofautomobilestopexecutivesaregiven,and

theprenceorabncesofcorporateaircraftareafewexemplasofmaterialsymbol.

Wegmancanttheirownmaterialsymbol,suchasthesizeoftheofficeatdifferentlevels,

variouspositionsofofficefurnituregrade,theadditionalallowancesandclothingtonior

aterialsconveytostaffsuchasymbolofinformationthatwhoisimportant,

thedegreeofwhatequalitybyexecutivexpects,

Wegman'sculturebelievesthatmanagersandordinaryemployeesisnotmuchdifference,they

arev

materialsymbolmaynotbeobviousinWegman.

Usingtheinternallanguage

Organizations,overtime,tendtodevelopsomespecificterms,theinternallanguage,to

describewithequipment,office,keypersonnel,suppliers,customers,whichrelatedtotheir

anddepartmentswithintheWegmanshouldcreatesomeinternallanguage,

andut

general,Wegman'mployeesjustenteredwouldbeconfudbythephrasandjargon,

butaboutsixmonthslater,

employeeswhomasteredthisinternallanguage,itformedemployeesofthecommonfeatures

withWegman’soconducivetotheprotectionWegman’sculture

3.3Themosteffectivewaytolearn

Ithinkthemosteffectivemethodistostructuresandprovidealearningplatformforemployees.

Learningplatformreferstothateveryoneparticipatedequal,interactivecommunication,and

exchangeandsharingoflearningspaces,learningopportunitiesandlearningtools.

Themainformsare:networklearning,booksdatabas,training,conferences,andstudyroom.

Thecompanyhasabrightandspaciouslibrarystaffcansupportallkindsoflearningmaterialsand

agoodlearningplace;maturingoftheinternalandexternaltrainingwouldprovideemployeeswith

theopportunitytoupdateprofessionalknowledge;modernnetworkedofficeconditionscanoffer

letocreatealearningenvironmentthatcan

advocatetheideaofatworktolearn,thelearningtowork,tocreateagoodlearningenvironment

learningwillbecomeaculture.

ortanceofCulture

Inordertodevelop,enterprismustekmorescientific,moresystematicandcomplete

eprovidesthenecessaryorganizationalstructureandmanagement

porarycompaniestomaintainsteadyandcontinuousdevelopmentmustbe

ngofenterpriculturehasanimportantrolefor

enterpridevelopmentstrategies,improveenterprimanagement.

4.1Promotetoimprovethecorecompetitiveness

Corpoidely

sharedvaluesundertheguidanceofbusinesspractices,employeeswillhaveanofbelonging,

mission,andidentifywithcorporateimage.(GuoSongyang[J]2006)Corporatecultureisthe

mainlyembodiedinthethreefunctions

utpeopletogethertightly;maketheirpurpoclearandcoherent.

Aslongasthefundamentalgoalchoosingtherightcompany,wecanmakethecorporate

profitsofmostoftheworkersunifyandformastrongcohesiveness.

atevaluesandentrepreneurialspiritcanputforwardlong-term

atecultureisthefundamentalbasis

forthedevelopmentofcompetitivestrategiesandpoliciesinthemarketcompetition.

tionisakindofspiritualpowerandstatus,whichmobilizeand

stimulateenthusiasm,wmployeestofindthegoal,

andtheopportunitytoplaytalent.

4.2TotheBesunyoung’scultureasanexample

Besunyounginthecorporateculture,"integrity,pragmatic,innovative"businessphilosophyishighly

nthis,Besunyoungcreateagoodteam,bothinmarketrearchandplanning

ounghavebeeninthisbusinessphilosophy,asthecornerstoneof

atedalotof"Besunyoung"miracleinthedomesticfieldofhealthtea.（Zhou

Yunhe&LuoWen[J]2010)

thattoeachindividualregardcompanyastheirownhome,

concept,notonlyrveasacohesiveness,touniteitsmembers,butalsoplayaroleinadaptation,

iontopersonneltraining

oungstructuresanopen

platformfortheiremployees’growth,ceshowsthat

Besunyoungculturalinfiltrationintheorganizationalstructure,employeebehavior,thesiteisthe

soulofBesunyoungandlastingpower,isalsofundamentaldevelopment.

Conclusion

Successfulcompanieshaveincommonisthattheyhaveauniquecultureandgivefullplay

orientation,cohesion,incentive,suchasthedominantcompanyideology,values,beliefsandsoon.

Throughthecorporatecultureallowsuscanfindwaystoestablishandcultivatethecharactery,

innovation,rviceawarenesscompanydesired,topromoteenterpri’sdevelopmentwithhealthy

andharmonious.

References

GuoSongyang[J]riCultureHowtoRealizeEffectivePerformanceManagement.

EconomicandSocialDevelopmentpp.45—46

LiSufang[J]2009BrandConceptandCorporateCultureIsaManifestationofSoftPower

CorporationRearchpp.78—79

PhilipKotler&GaryArmstrong,[M]2010PrinciplesofMarketing(TwelfthEdition)

Robbins,lter,[M],g:TsinghuaUniversityPress

s&[M]2008“Organizationalbehavior”Tsinghuauniversity

press,

ZhouYunhe&LuoWen[J]2010BesunyoungCultureOnTheImportanceOfEnterpri

DevelopmentEnterpriandCulturepp36—39

HuYong,[J]2010TalkingAboutTheConstructionofFamilyBusinessCultureApproachBusiness

Weekly

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PersonalityPekingUniversity(NaturalScience)

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WorkersInfluenceANumberOfPropositions;IndustrialTechnologyandEconomy;

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andPortfolioInnovation,ScienceRearchManagement.,pp15-18.

