電子商務(wù)外文翻譯

./.東北大學(xué)東軟信息學(xué)院外文資料和譯文格式要譯文必須采用計(jì)算輸入、打印,幅A4。外文資料原〔復(fù)印或打印在前,譯文在,于左側(cè)裝訂。具體要求至少翻譯一篇容所選課題相關(guān)的文文獻(xiàn)。譯文漢字字?jǐn)?shù)不少4000字。正文格式要求：宋五號(hào)字。.附：外資料和譯封面、白頁..東北大學(xué)東軟信息學(xué)院.外文資和譯文.專班姓學(xué)業(yè)：級(jí)：名：號(hào)：.指導(dǎo)教師：.年月日..東北大學(xué)東軟信息學(xué)院畢設(shè)計(jì)〔論文電子商務(wù)時(shí)代企業(yè)文化的再造譯文.隨著網(wǎng)絡(luò)時(shí)代電子商務(wù)大規(guī)模發(fā)展,電子商務(wù)企業(yè)文化隨之生,它在一個(gè)企業(yè)在生的一種新的價(jià)值觀,使企業(yè)部資源得到從新整合,在為業(yè)帶來降低交易成本提高效率,縮短生產(chǎn)周期等諸多好處的同時(shí),也對(duì)已有的企業(yè)文發(fā)起了挑戰(zhàn)。電子商的興起是一場(chǎng)由技術(shù)手段飛速發(fā)展而引發(fā)的商業(yè)運(yùn)作模式的變革傳統(tǒng)經(jīng)濟(jì)活動(dòng)的生存礎(chǔ)、運(yùn)作方式和管理機(jī)制均發(fā)生了徹底改變,傳統(tǒng)的企業(yè)文化也臨著巨大的沖擊。一、企業(yè)文化對(duì)企業(yè)價(jià)值的貢獻(xiàn)文化現(xiàn)象是一個(gè)國家和民族文明的主要見證。廣義的文化,括知識(shí)、信仰、藝術(shù)道德、法律、習(xí)俗和任何人作為一名社會(huì)成員而獲得的能力習(xí)慣在的復(fù)雜整體作為"亞文化"的企業(yè)文化,對(duì)企業(yè)的生存與發(fā)展亦起著舉足輕的作用。企業(yè)文化是品經(jīng)濟(jì)和市場(chǎng)經(jīng)濟(jì)的產(chǎn)物,符合市場(chǎng)經(jīng)濟(jì)的客觀規(guī)律,體現(xiàn)企業(yè)競(jìng)爭(zhēng)實(shí)務(wù)、競(jìng)爭(zhēng)精神整體形象。所謂企業(yè)文化就是企業(yè)的經(jīng)營(yíng)管理哲學(xué),企業(yè)面對(duì)所的社會(huì)和商業(yè)環(huán)境,長(zhǎng)期的生產(chǎn)經(jīng)營(yíng)活動(dòng)中,形成全體員工所接受和認(rèn)同信守的、為取事業(yè)成功的一套非式規(guī)則。它表明企業(yè)奉行何種管理哲學(xué),以及企業(yè)通過管理要達(dá)一個(gè)什么樣的目標(biāo)。經(jīng)濟(jì)管理的重要容之一。企業(yè)文化意味著一個(gè)公司的價(jià)值觀,這些價(jià)值觀成為公司工活動(dòng)和行為的規(guī)。企業(yè)文化的本源問題是如何增加企業(yè)利潤(rùn),降低企業(yè)的成本費(fèi)用。它的要義就是么使企業(yè)能夠有效的整合資源,以達(dá)到對(duì)外部的適應(yīng)性,使司在競(jìng)爭(zhēng)中生存,進(jìn)實(shí)現(xiàn)持續(xù)發(fā)展。企業(yè)文化建設(shè)為企業(yè)開展文化管理指出一個(gè)明確方向。企業(yè)文化建設(shè)根本目的是建設(shè)能夠?qū)ν飧?jìng)爭(zhēng)環(huán)境具有高度適應(yīng)性,并能根據(jù)環(huán)變換做出迅速反應(yīng)的為方式能力,這種能力其實(shí)就是企業(yè)所擁有的根據(jù)外部競(jìng)爭(zhēng)的環(huán)需要而對(duì)部資源進(jìn)整合運(yùn)用的能力。企業(yè)文化建設(shè)應(yīng)促進(jìn)這一能力系統(tǒng)的形成,并持好這一能力系統(tǒng)。國的許多企業(yè)例如海爾、聯(lián)想等企業(yè)成功的秘訣之一就是發(fā)展了整套公司理念、經(jīng)營(yíng)學(xué),形成了自己獨(dú)特的企業(yè)文化。1、企業(yè)文化體現(xiàn)企的形象和精神。樹立良好的企業(yè)形象,需要企業(yè)文化的支?，F(xiàn)代企業(yè),從領(lǐng)導(dǎo)水平到員工素質(zhì),從產(chǎn)品質(zhì)量到管理設(shè)施,環(huán)境建設(shè)到產(chǎn)品開發(fā)無不滲透文化的因素,無不體現(xiàn)企業(yè)形象。企業(yè)的良好形象〔即商譽(yù)身就是一筆無形的財(cái)富和資產(chǎn),以展示"名牌效應(yīng)"贏得社會(huì)與公眾支持,符現(xiàn)代公共關(guān)系和市場(chǎng)銷理論。從現(xiàn)代管理理論看,企業(yè)精神反映企業(yè)群體的理想目標(biāo)顯示企業(yè)的發(fā)展方向經(jīng)營(yíng)宗旨,代表企業(yè)的未來和前景,使企業(yè)的每個(gè)成員都能夠自自愿地為組織目的實(shí)做出-1-..東北大學(xué)東軟信息學(xué)院畢設(shè)計(jì)〔論文貢獻(xiàn),從深層推動(dòng)企業(yè)在激烈的競(jìng)爭(zhēng)壓"群芳譯文.2、企業(yè)文化作為新管理理論,在企業(yè)建設(shè)中發(fā)揮著極其重用的作用。其一,有利于營(yíng)造靈活協(xié)調(diào)的企業(yè)營(yíng)運(yùn)環(huán)境,企業(yè)作為社會(huì)系統(tǒng)中的一個(gè)子系統(tǒng)不斷與周圍環(huán)境進(jìn)行物質(zhì)、能量與信息的交換、社會(huì)環(huán)境相與企業(yè)而言更具有客性,企業(yè)適應(yīng)環(huán)境變化的需要,研究環(huán)境變化的規(guī)律和要求,明與經(jīng)濟(jì)發(fā)展趨勢(shì)相適的社會(huì)需求及潛在需求,完善企業(yè)的各種薄弱環(huán)節(jié),調(diào)整企業(yè)戰(zhàn),塑造全新的企業(yè)文,在與環(huán)境的相互影響中達(dá)到動(dòng)態(tài)平衡,為企業(yè)營(yíng)造良性循環(huán)的場(chǎng)環(huán)境,促使改制以的股份制企業(yè)進(jìn)入良性運(yùn)作狀態(tài)。其二,有利于形成企業(yè)整體運(yùn)行的價(jià)值觀。企業(yè)文化作為企發(fā)展的深層動(dòng)因,價(jià)觀是企業(yè)文化的核心,是一個(gè)組織和企業(yè)的基本概念和信念對(duì)企業(yè)來說,其核心務(wù)是如何在競(jìng)爭(zhēng)激烈的市場(chǎng)上謀求生存,為消費(fèi)者提供適用的產(chǎn)和服務(wù)。企業(yè)對(duì)核心務(wù)的認(rèn)同并不自動(dòng)保證企業(yè)成員具有共同目標(biāo)。價(jià)值觀的確立,企業(yè)極其員工的行為則界定了成功和追求的目標(biāo)。其三,有利于提高企業(yè)的整體素質(zhì),培養(yǎng)合作意識(shí)。企業(yè)文的構(gòu)成,包括思想文、技術(shù)文化、管理文化、品質(zhì)文化和娛樂文化,這些文化的整與相互作用,一方面進(jìn)整個(gè)員工素質(zhì)的提高,另一方面由于共同文化的熏,形成共的意識(shí)和行為導(dǎo)向,持和維護(hù)了團(tuán)結(jié)、協(xié)作、融洽的員工關(guān)系,客觀上加強(qiáng)了團(tuán)結(jié)奮、共同創(chuàng)業(yè)、整體發(fā)的效能。3、企業(yè)文化是企業(yè)一種涵。有別于周圍環(huán)境的企業(yè)自成系統(tǒng),其部各種制的協(xié)調(diào)運(yùn)行離不開企業(yè)文化。一方面,企業(yè)文化直接影響到員的行為準(zhǔn)則、職業(yè)道與夾子指向,培育和發(fā)展企業(yè)文化,能夠提高企業(yè)的凝聚力和向力,增加企業(yè)員工的足感、認(rèn)同感和歸屬感。另一方面,企業(yè)文化對(duì)企業(yè)的重大決策、司的長(zhǎng)遠(yuǎn)目標(biāo)、策略至規(guī)章制度的執(zhí)行都有不可低估的影響。二、企業(yè)文化塑造與變革的必要性進(jìn)入21世紀(jì),中國業(yè)的企業(yè)文化建設(shè)遇到了多重挑戰(zhàn)：知識(shí)經(jīng)濟(jì)的到來,為業(yè)文化提出了如何提升知識(shí)價(jià)值,如何面對(duì)知識(shí)員工的新課題；場(chǎng)化改革的深入,使在計(jì)劃經(jīng)濟(jì)時(shí)代形成的企業(yè)文化老方法、老套路屢屢失靈；而網(wǎng)技術(shù)的興起,又為催新的企業(yè)文化提供了利器。一句話：機(jī)制變了、時(shí)代變了、技術(shù)了,于是許多企業(yè)都臨著重塑企業(yè)文化的問題。郭士納在拯救藍(lán)色巨人時(shí),首先是明地改變了IBM企業(yè)文的基本價(jià)值觀,創(chuàng)立了IBM的文化,這就是"力爭(zhēng)取勝〔Win執(zhí)〔Execute-2-..東北大學(xué)東軟信息學(xué)院畢設(shè)計(jì)〔論文譯文."團(tuán)隊(duì)精神〔Team納"作為IBM的領(lǐng)導(dǎo)人你當(dāng)然需要領(lǐng)導(dǎo)的規(guī)劃和具體的項(xiàng)目。但是你的職責(zé)還包括帶領(lǐng)員工、建立工作團(tuán)隊(duì)、并創(chuàng)高績(jī)效的企業(yè)文化CEO韋爾奇也認(rèn)為："我們的活力曲線之所以能有發(fā)揮作用,是因?yàn)槲一耸甑臅r(shí)間在我們企業(yè)里建立起一種績(jī)效文化從我國企業(yè)文化的發(fā)展現(xiàn)狀來看,只能說尚處于較底層次業(yè)文化戰(zhàn)略"沒有得到應(yīng)有的重視,企業(yè)文化的培養(yǎng)缺乏系統(tǒng)理論的指導(dǎo),企業(yè)文大多是傳統(tǒng)文化在企中的縮影這樣的企業(yè)通?；盍Σ粔?死氣沉沉,缺乏優(yōu)患意識(shí),重者可能離心現(xiàn)象嚴(yán)。從總體上看我國企業(yè)文化存在較多缺陷與錯(cuò)誤現(xiàn)象,我國企業(yè)化常見錯(cuò)誤有：1、文化愚民現(xiàn)象。類現(xiàn)象常見于那些領(lǐng)導(dǎo)人專權(quán)或者經(jīng)營(yíng)出現(xiàn)問題的企業(yè)?，F(xiàn)為領(lǐng)導(dǎo)人極端強(qiáng)調(diào)某種文化價(jià)值觀念,推廣教育手段過激。它生的原因多數(shù)是因?yàn)閷?dǎo)人希望在企業(yè)部實(shí)現(xiàn)。2、無文化現(xiàn)象。通表現(xiàn)為企業(yè)有十分系統(tǒng)和嚴(yán)明的各種規(guī)章制度。這些制度定了員工必須怎樣做和不能怎樣做,但沒有明確的文化理念和價(jià)倡導(dǎo),疏于對(duì)員工的育與培訓(xùn)。此類現(xiàn)象多產(chǎn)生于工業(yè)制造企業(yè),產(chǎn)生的原因多數(shù)是為領(lǐng)導(dǎo)人本身素質(zhì)不,或?qū)ζ髽I(yè)文化缺乏認(rèn)識(shí)。個(gè)人崇拜或者希望掩蓋某種事實(shí)真相該類企業(yè)通常易產(chǎn)生目崇拜或者對(duì)領(lǐng)導(dǎo)人的噤若寒蟬的情況。3、文化理想現(xiàn)象。常見于那些有年輕人作為創(chuàng)業(yè)主體力量的新興企業(yè)。表現(xiàn)狀為這些企業(yè)會(huì)提出一些不切實(shí)際的遠(yuǎn)大抱負(fù)和文化理想,其倡的理念中會(huì)有種超出業(yè)圍、改造世界的使命感而空"的口號(hào)使人們可望而不可及；宏偉、統(tǒng)一的高目標(biāo)往往缺乏實(shí)實(shí)在在的客觀基礎(chǔ)。此類現(xiàn)象產(chǎn)生的原因多數(shù)是因領(lǐng)導(dǎo)人具有過于遠(yuǎn)大人生理想和缺乏籩的工作精神。該類企業(yè)員工表現(xiàn)多數(shù)都激昂澎,但可能忽略了眼前險(xiǎn)惡形勢(shì)和今天該干什么。另外,許多企業(yè)的企業(yè)文化抑制了人的個(gè)性,在企業(yè)中只重人的"集體性殺了人的想象力和創(chuàng)造力,小生產(chǎn)觀念下產(chǎn)生的"集體主義以形成企業(yè)的聚力?，F(xiàn)在的競(jìng)爭(zhēng)異常激烈,優(yōu)勝劣汰成為游戲的新規(guī)則,我國企的企業(yè)文化建設(shè)較美、日本已落后許多,現(xiàn)在如不急起直追,在競(jìng)爭(zhēng)中失敗將在所免。所以,全新的企文化的塑造與變革工程是我國企業(yè)的一項(xiàng)時(shí)不我待的新課題。三、電子商務(wù)時(shí)代我國企業(yè)文化塑造與變革的思路1、分析外因素,提煉速度文化和創(chuàng)新文化在電子商務(wù)時(shí)代一個(gè)企業(yè)選擇什么樣的核心價(jià)值觀是創(chuàng)造企文化的首要問題。信-3-..東北大學(xué)東軟信息學(xué)院畢設(shè)計(jì)〔論文譯文.經(jīng)濟(jì)就是"速度經(jīng)濟(jì)度已經(jīng)成為企業(yè)一個(gè)提高競(jìng)爭(zhēng)力的工具。因特網(wǎng)的出,使得世界的變化越來越快,可謂一日千里。因而基于因特網(wǎng)的電子務(wù)可以迅速地了解市信息,快捷地收集客戶需求,廣泛地進(jìn)行產(chǎn)品宣傳,即時(shí)地完成網(wǎng)交易結(jié)算,眾多的商活動(dòng)都可以瞬間完成,企業(yè)的生產(chǎn)效率得到了極大的提高。一句,信息技術(shù)和網(wǎng)絡(luò)技的廣泛應(yīng)用使得電子商務(wù)企業(yè)進(jìn)入市場(chǎng)的門檻得以大大降低?，F(xiàn)全世界都在講創(chuàng)新,為在今天的經(jīng)濟(jì)環(huán)境里,唯一不變的規(guī)律就是一切都在變。對(duì)此任何組織和企業(yè)如果時(shí)時(shí)變革和創(chuàng)新,就不可能維持自己的競(jìng)爭(zhēng)優(yōu)勢(shì)創(chuàng)新,就死亡新已成為一個(gè)企存在和發(fā)展的重要基礎(chǔ),只有通過自身創(chuàng)新的確定性才能來對(duì)快速變化的不確定性在信息化背景下,創(chuàng)新的作用得到了空前強(qiáng)化,并升華成一種社主題。在電子商務(wù)時(shí),創(chuàng)新逐漸成為企業(yè)的生命力源泉,傳統(tǒng)的生產(chǎn)規(guī)模、成本優(yōu)勢(shì)因素不再?zèng)Q定未來,業(yè)唯有通過持續(xù)不斷的創(chuàng)新才能生存發(fā)展。抱殘守缺,固步自封是根本無法在激烈的場(chǎng)競(jìng)爭(zhēng)中立足的,企業(yè)要想在未來的全球化競(jìng)爭(zhēng)中擁有一席之地就必須突破傳統(tǒng)的思禁錮和思維定式,大膽創(chuàng)新,牢牢把握瞬息萬變的商機(jī)。2、更新觀念,塑造工行為。企業(yè)員工行為的塑造是企業(yè)文化建設(shè)的重要組成部分。對(duì)于些在電子商務(wù)方面獨(dú)風(fēng)騷的企業(yè)而言,最短缺的既不是原材料,也不是資金；既是技術(shù),也不是新興場(chǎng),而是人才的匱乏。這些人才可以為瞬息而至的未來插上想象翅膀。美國麥肯錫公總裁埃德·邁克爾斯說："籌集資金并不難,精明的經(jīng)營(yíng)策略也以模仿。技術(shù)的半衰一直在縮短。對(duì)當(dāng)今的許多公司而言,人才是贏得競(jìng)爭(zhēng)優(yōu)勢(shì)的首因素今管理人員意識(shí)到,在當(dāng)今經(jīng)濟(jì)全球化、電子商務(wù)化和以網(wǎng)絡(luò)速度運(yùn)行的全球市上,由擁有自主權(quán)的才組建的精干企業(yè)對(duì)快速?zèng)Q斷具有關(guān)鍵意義。電子商務(wù)企業(yè)有賴員工的聰明才智和主性來作出更貼近消費(fèi)者、對(duì)市場(chǎng)反應(yīng)更快的決定。電子商務(wù),重在服務(wù),電子不過是手段。電子商務(wù)也可以說電子服務(wù),使Internet能夠?yàn)槿朔?wù),服務(wù)的核心不是技術(shù),而是企業(yè)的文化、員的素質(zhì)；Internet經(jīng)濟(jì)是服務(wù)經(jīng)濟(jì),而不是技術(shù)經(jīng)濟(jì)、網(wǎng)絡(luò)消費(fèi)者交易的平臺(tái)也不是商品列的環(huán)；廠商不是單純的供應(yīng)商或銷售商,而是服務(wù)供應(yīng)商,誰比誰服得更好,誰賺到的錢更多。在全新的電子商務(wù)環(huán)境中,最成功的企業(yè)給予新員工在過去有顧客才能享受的尊：它們通過創(chuàng)造人人平等的精英管理體制,滿足員工們對(duì)從事意義工作和創(chuàng)造財(cái)富愿望。它們慷慨地回報(bào)員工們的良好表現(xiàn),不只是支付現(xiàn)金,而且讓他們擁有企業(yè)所有,-4-..東北大學(xué)東軟信息學(xué)院畢設(shè)計(jì)〔論文譯文.3、領(lǐng)導(dǎo)者身體力行信守價(jià)值觀念在電子商務(wù)企業(yè)的決策行為中,創(chuàng)新性是十分重要的。首先企業(yè)組織結(jié)構(gòu)要由原的金字塔式、自上而下、遞階控制的組織結(jié)構(gòu)向新型的網(wǎng)絡(luò)織結(jié)構(gòu)轉(zhuǎn)化。其次,理重點(diǎn)由資本管理轉(zhuǎn)為知識(shí)管理。知識(shí)管理是指運(yùn)用集體的智慧高應(yīng)變和創(chuàng)新能力。三,新的管理思想和方法不斷涌現(xiàn)。在信息時(shí)代和網(wǎng)絡(luò)條件下,的經(jīng)濟(jì)形態(tài)產(chǎn)生了許新的管理思想和管理方法,例如柔性制造、分布式制造、敏捷生、企業(yè)流程重組、學(xué)型組織、制造資源計(jì)劃等新思想新方法。在創(chuàng)辦電子商務(wù)企業(yè)和企業(yè)經(jīng)營(yíng)中必定會(huì)遇到各種意想不到困難和挫折：如金融險(xiǎn),交易風(fēng)險(xiǎn)等,而且市場(chǎng)競(jìng)爭(zhēng)日趨激烈,一旦遭受不測(cè),有韌性就會(huì)徹底垮臺(tái)因此,企業(yè)家要有不怕失敗、不怕挫折和百折不撓的勇氣,要有獻(xiàn)事業(yè)、不懼風(fēng)險(xiǎn)、敢風(fēng)險(xiǎn)的精神。.-5-..東北大學(xué)東軟信息學(xué)院畢設(shè)計(jì)〔論文E-commercecorporateculturere-譯文.Withthedevelopmentoflarge-scalee-commerceInternetage,theresultinge-businessculture,itisanenterpriseintheproductionofanewvalue,sothatthenewintegrationofinternalresources,fortheenterprisestoreducetransactioncostsandimproveefficiencyshortentheproductioncycle,andmanyotherbenefits,butalsoontheexistingcorporateculturechallenged.Theriseofe-commerceisameansofrapiddevelopmentoftechnology-ledbusinessmodelschange,thesurvivaloftraditionaleconomicactivitiesbasedonmodeofoperationandmanagementmechanismshaveundergoneradicalchange,thetraditionalcorporateculturealsofacesenormousimpact.First,thecorporatecultureoftheenterprisevalueofthecontributionCulturalphenomenonisacivilizedcountryandthenationamajorwitness.Broaderculture,includingknowledge,beliefs,art,morals,laws,customsandanypersonasamemberofasociety'sabilitytoobtainandhabits,includingthecomplexwhole.Asa"subculture"ofthecorporateculture,thesurvivalanddevelopmentoftheenterprisealsoplaysanimportantrole.Commodityeconomyandcorporatecultureistheproductofamarketeconomy,inlinewiththeobjectivelawsofmarketeconomy,reflectsthecompany'scompetitivepractices,competitivespiritandoverallimage.Theso-calledenterprisecultureisthecompany'smanagementphilosophy,enterprisesfaceinwhichthesocialandbusinessenvironmentinthelong-termproductionandbusinessactivities,theformationofallemployeestoacceptandagreetohonor,andtofightforasetofinformalrulesofsuccess.Itshowswhatkindofmanagementphilosophyandbusinesspractice,andcorporatemanagementtoachievethroughwhatkindoftarget.Isanimportantpartofeconomicmanagement.Corporateculturemeansthatacompany'svalues,andthesevaluesbecomeemployeesactivitiesandnormsofbehavior.Theoriginofthecorporatecultureishowtoincreaseprofits,reducecostsandexpenses.Itsessenceishowtoenableenterprisestoeffectivelyintegrateresourcesinordertoachieveexternalflexibility,thecompanysurviveinthecompetition,soastorealizesustainabledevelopment.Corporateculturefortheenterprisestodevelopculturalmanagementthatacleardirection.Thefundamentalpurposeofenterpriseculturetoforeigncompetitionenvironmentforbuildinghighlyadaptableandcanrespondquicklytochangeaccordingtoenvironmentalbehaviorcapacities,whichinfactisthecompanyownedbytheexternalcompetitiveenvironmentaccordingtothe-1-..東北大學(xué)東軟信息學(xué)院畢設(shè)計(jì)〔論文譯文.needsofinternalresourcestheabilitytointegrateanduse.Corporatecultureshouldpromotetheformationofthecapacityofthesystem,andtheabilitytomaintainagoodsystem.ManyChinesecompaniessuchasHaier,Lenovoandotheroneofthesecretsofbusinesssuccessistodevelopasetofcorporatephilosophy,businessphilosophy,formeditsownuniquecorporateculture.1,thecorporateculturereflectsthecompany'simageandspirit.Establishagoodcorporateimage,corporatecultureneedssupport.Modernbusiness,fromleadershiptostaffquality,fromproductqualitytomanagementfacilities,fromtheenvironmenttotheproductdevelopment,permeatesculturalfactors,allreflectthecorporateimage.Goodcorporateimage<the"goodwill">isitselfanintangiblewealthandassetsinordertodisplaythe"brandeffect"wonthesocialandpublicsupport,inlinewithmodernpublicrelationsandmarketingtheory.Fromthelookofmodernmanagementtheory,reflectthespiritofenterprisegroups,theidealgoal,showingthedirectionofdevelopmentofenterprisesandbusinesspurposes,andonbehalfofthecompany'sfutureprospects,sothateachmembercompanycanvoluntarilycontributetotheachievementoforganizationalgoals,fromDeepencourageenterprisesinthefiercecompetitioninthetechnologypress"beautifulandfragrantflowers."2,thecorporatecultureasanewmanagementtheory,inthebusinesstoplayanextremelyre-buildingrole.First,createaconduciveenvironmentforflexiblecoordinationofbusinessoperations,corporatesocialsystemsasasubsystem,continuouslywiththesurroundingenvironmentmaterial,energyandinformationexchange,socialenvironmentisrelativelymoreobjectiveandenterprises,enterprisestheneedtoadapttoenvironmentalchanges,researchthelawsandrequirementsofenvironmentalchange,acleartrendofeconomicdevelopmentcompatiblewiththesocialneedsandpotentialdemand,improvetheenterprise'svariousweaknessesandadjustbusinessstrategy,createanewcorporateculture,andenvironmentinteractiontoachievedynamicbalancethatcreatesavirtuouscycleofmarketenvironment,topromotetherestructuringofjoint-stockcompanyintothefuturestateofhealthyfunctioning.Second,isconducivetotheformationofthevaluesoftheiroveralloperation.Developmentofcorporatecultureastheunderlyingmotivation,valuesarethecoreofcorporateculture,isabusinessorganizationandthebasicconceptsandbeliefs.Forbusinesses,thecoretaskishowcompetitivethemarkettosurvive,toprovideconsumerswithappropriateproductsandservices.-2-..東北大學(xué)東軟信息學(xué)院畢設(shè)計(jì)〔論文譯文.Agreeonthecoremissionofbusinessdoesnotautomaticallyguaranteeacorporatememberwithacommonobjective.Valuesestablishedforthecompanycodeofconductforemployeesdefinedinanextremelysuccessfulandtheobjectivespursued.Third,helptoimprovetheoverallquality,fosterco-consciousness.Thecompositionofthecorporateculture,includingideology,culture,technology,culture,managementculture,qualitycultureandentertainmentculture,thecultureofintegrationandinteraction,ontheonehandtopromotetheimprovementofthequalityoftheentirestaff,partlybecausetheinfluenceofacommonculture,theformationofacommonawarenessandbehavior-oriented,topreserveandmaintaintheunity,cooperation,andharmoniousemployeerelations,theobjectivetostrengthentheunity,co-founder,theoveralldevelopmentoftheperformance.3,theenterprisecultureisakindofmeaning.Differentfromthesurroundingenvironmentoftheenterpriseasasystem,itsinternalmechanismsofthecoordinatedoperationofthecorporateculturecannotbeseparated.Ontheonehand,adirectimpactoncorporateculture,employeecodeofconduct,professionalethicsandclippoint,nurtureanddevelopthecorporateculture,toimprovethecohesionandsolidarity,increaseemployeessatisfaction,senseofidentityandbelonging.Ontheotherhand,thecorporatecultureofthemajordecisionsofenterprises,thecompany'slong-termgoalsandstrategiesaswellastheimplementationofrulesandregulationshavenotbeunderestimated.Second,corporateculturebuilding,andtheneedchangeInthe21stcentury,theenterprisecultureofChineseenterprisesfacemultiplechallenges:thearrivalofknowledgeeconomy,thecorporateculture,thequestionofhowtoenhancethevalueofknowledge,knowledgeworkershowtodealwithnewissues;market-orientedreform,makingtheplannedeconomyeratheformationofcorporatecultureandoldways,oldroutinesoftenfail;andtheriseofnetworktechnology,butalsoforthebirthofanewcorporatecultureprovidesweapon.Sentence:mechanismchanged,timeshavechanged,technologyhaschanged,somanycompaniesarefacedwithreshapingcorporateculture.GerstnersavedBigBlue,thefirstistoexplicitlychangethecorporatecultureofIBM'sbasicvalues,thecreationofIBM'sculture,whichis"strivetowin<Win>""fastexecution<Execute>"and"teamspirit<Team>".Gerstnersaid,"asIBM'sleaders,courseyouneedtoleadtheplanningandspecificprojects,butyourresponsibilitiesalsoincludeleadingthestaff,theestablishmentofworkteams,andthecreationofhigh-performance-3-..東北大學(xué)東軟信息學(xué)院畢設(shè)計(jì)〔論文譯文.corporateculture."GEJackWelch,formerCEOalsosaid:"Ourvitalitycurveisabletofunctioneffectively,becausewespentadecadeinourenterprisetoestablishperformanceculture."Fromourpointofviewofcorporateculturedevelopmentstatus,canonlysaythattheendisstillinarelativelylevel,the"corporateculturestrategy"didnotreceivedueattention,thecultivationofcorporateculture,lackofguidancesystemstheory,corporateculture,mostofthetraditionalcultureintheenterprisetheepitomeofsuchenterprisesoftenlackvitality,dead,sufferingfromalackofexcellentsense,maybeseverecentrifugalserious.Overalltherearemoredefectsinourcorporateculturephenomenonwitherror,ourcorporateculturecommonerrorsare:1,thephenomenonofculturalobscurantism.Suchphenomenoniscommoninthoseautocraticleadersoroperationalproblemsoftheenterprise.Performanceoftheleadersoftheextremestressoncertainculturalvalues,educationandmeanstopromoteradical.Itisbecausethecausesofmostoftheleadershopetoachievewithintheenterprise.2,noculturalphenomenon.Usuallypresentscompanieshaveaverystrictsystemandthevariousrulesandregulations.Thesystemprovidesforemployeestodoandnotdo,butthereisnoclearculturalideasandvaluesadvocate,neglectofeducationandtrainingofemployees.Suchphenomenagenerateuptoindustrialmanufacturingcompanies,mostofthecausesofqualitynothighbecausetheleadersthemselves,orlackofunderstandingofcorporateculture.Orwanttocoverupsomekindofcultoftheindividualfacts.Suchenterprisesareusuallyeasytoproduceleadersoftheblindworshiporsilentonthesituation.3,theidealculturephenomenon.Itiscommoninthosewithyoungpeopleasthemainforceoftheemergingentrepreneurialcompanies.Manifestationsofthesecompanieswillmakesomeunrealisticambitionsandculturalideals,itsadvocacyoftheconceptwillbeakindofbeyondtheenterprisetotransformtheworld'ssenseofmission."Greatandempty,"thesloganofthepeoplebeyondthereach;grand,loftygoalsoftenlackaunifiedrealobjectivebasis.Mostofthecausesofsuchphenomenaisthatleadershavetooloftyidealsandthelackofworkbasketforfruitsofthespirit.Performanceofthemajorityofsuchemployeesarepassionateemotion,butmayhaveoverlookedtheimmediatesituationandtodaywhattodoevil.Inaddition,manycorporatecultureinhibitsthehumanpersonality,intheenterpriseisonlyconcernedaboutpeople's"collective",deniedthepeople'simaginationandcreativity,producedundertheconceptofsmall-scaleproductionof"collectivism",itisdifficulttoformbusiness-4-..東北大學(xué)東軟信息學(xué)院畢設(shè)計(jì)〔論文cohesion.譯文.Nowthecompetitionisintense,andsurvivalofthefittestasthenewrulesofthegame,ourcompany'scorporateculturethantheUnitedStates,Japanhaslaggedbehindmany,ifnotcatchupnow,defeatinthecompetitionwillbeinevitable.Therefore,thenewcorporatecultureandchangetheshapeofaprojectisChina'senterpriseswaitnewtopics.Third,theageofelectroniccommercetoshapeandchangecorporateculture,theideaof1,analysisinternalandexternalfactors,refinedcultureandacultureofinnovationspeedIntheeraofe-commercebusinesstochoosewhatkindofacorevalueistocreatethemostimportantissueofcorporateculture.Informationeconomyisthe"speedeconomy",thespeedhasbecomeatooltoimprovecompetitiveness.TheemergenceoftheInternetmakestheworldchangesfasterandfaster,canbedescribedbyleapsandbounds.Internet-basede-commercecanthusquicklyunderstandmarketinformation,quicklyandeasilycollectcustomerneeds,extensiveproductinformation,completetheonlinetransactionsinreal-timesettlement,alargenumberofbusinessactivitiescanbeinstantaneous,theproductionefficiencyhasbeengreatlytoimprove.Inshort,informationtechnologyandnetworktechnologymakesextensiveuseofe-commerceenterprisestoenterthemarket,thethresholdcanbegreatlyreduced.Nowtheworldistalkingaboutinnovation,becauseintoday'seconomicenvironment,theonlyconstantruleiseverythingischanging.Inthisregard,anyorganizationorbusinessifyoudonotalwayschangeandinnovation,itisimpossibletomaintaintheircompetitiveadvantage."Noinnovation,onthedeath",innovationhasbecomeacorporateexistenceanddevelopmentofimportant,andthatonlythroughitsowninnovationandcertaintyinordertodealwiththeuncertaintyofrapidchange.Intheinformationcontext,theroleofinnovationhasbeenanunprecedentedstrengthening,andsublimatedintoasocialtheme.Intheageofelectroniccommerce,innovationhasbecomethesourceofthevitalityofenterprises,thetraditionalproductionscale,costadvantagesandotherfactorswillnotdecidethefuture,companiesonlythroughcontinuousinnovationtosurvivalanddevelopment.Conservativeandconservative,issimplynotinthefiercemarketcompetitionbasedontheenterpriseinthefutureinordertohaveaplaceintheglobalcompetition,wemustbreakthroughthetraditionalideaofimprisonmentandmindset,boldinnovation,firmlygrasptheever-changingbusinessopportunities.2,newideas,toshapeemployeebehavior.-5-..東北大學(xué)東軟信息學(xué)院畢設(shè)計(jì)〔論文譯文.Shapingthebehaviorofemployeesisacorporatecultureanimportantpart.Forthosewhoplaytheleadingroleine-commercecompanies,themostisneitherashortageofrawmaterials,normoney;neitherthetechnologynortheemergingmarkets,butlackoftalent.Thetwinklingofaneyeandtalentforthefuturetoplugthewingsofimagination.?McKinsey&Company,presidentoftheUnitedStatesEdMichaelssaid:"isnotdifficulttoraisefunds,asmartbusinessstrategycanbeimitated.Technologyhalf-lifehasbeenshortenedformanyoftoday'scompanies,talentistheprimarycompetitiveadvantagefactor."Today,managersrealizethatintoday'seconomicglobalization,e-commerceandnetworkspeedoftheglobalmarket,ownershipoftalentfromtheestablishedelitebusinessdecisionsquicklyiscritical.E-commercebusinessesdependonemployees'ingenuityandinitiativetomakeclosertoconsumers,thedecisiontomarketfasterresponse.E-commerce,focusingonservice,butelectronicmeans.E-commercecanalsobesai