Assignment格式范文：Cope with its problems of external adaptation and internal integration
Assignment代写范文-应对其外部适应和内部整合问题。本文是一篇由本站代写服务提供的留学生assignment代写范文，主要内容是讲述客户满意度是一个组织在一定时间内创造意识、关注和留住客户以及发展客户关系的能力。大多数时候，它通常被视为从组织的产品或服务中获得的满足感。此外，它被认为是成功和长期竞争力的关键。对客户满意度的理解是实现客户期望的手段，是在服务提供过程中获得、保持和研究组织有效性的来源。下面就一起来看一下这篇Assignment代写范文的具体内容。
CORPORATE CULTURE 企业文化
(Shein 1996), defined culture as: ……. ‘a pattern of basic assumptions that a group has invented, discovered or developed in learning to cope with its problems of external adaptation and internal integration, and that have worked well enough to be considered valid, and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.’ This he said is evident in the approach that members of the organizations use to perform their given tasks and the manner that key decisions about important issues of the organization are executed. The manner this is done, buttresses the organisations’ policy, strategy and procedures.
（Shein 1996），将文化定义为：“一个群体在学习中发明、发现或发展的基本假设模式，以应对其外部适应和内部整合的问题，并且这些假设效果良好，被认为是有效的，因此，被教导给新成员，作为感知、思考、，并感受到与这些问题的关系。”他说，这一点在组织成员执行既定任务的方法以及执行组织重要问题关键决策的方式中表现得很明显。这样做的方式支持了组织的政策、战略和程序。
Other shared definitions by learned scholars refer to organisational culture as “pattern of shared values and beliefs that help individuals understand organizational functioning and thus provide them with the norms for behavior in the organization”(Deshpande and Webster 1989), “a set of cognitions shared by members of a social unit” (O’Reilly et al., 1991). According to (Laurie 2008), organisational culture is a combination of traditions, values, policies, beliefs, and attitude that establishes a general framework for everything done in an organisation. It can also refer to the form of beliefs, values, and ways of managing experience that have developed during the course of the organization’s history, and becomes noticeable in its material arrangements and the behavior of its members. (Brown 1998). (Gupta 2009), in his write up, stated that organisational culture is a set of unwritten rules meant to guide the employees towards an standardardised and rewarding behaviour.
学术学者的其他共同定义将组织文化称为“共同价值观和信念的模式，帮助个人理解组织功能，从而为他们提供组织中的行为规范”（Deshpande和Webster 1989），“一个社会单位的成员所共有的一组认知”（O’Reilly et al.，1991）。根据（Laurie 2008），组织文化是传统、价值观、政策、信仰和态度的结合，为组织中所做的一切建立了一个总体框架。它也可以指在组织历史过程中发展起来的信仰、价值观和管理经验的方式，并在其物质安排和成员的行为中变得引人注目。（Brown 1998）。（Gupta 2009）在他的文章中指出，组织文化是一套不成文的规则，旨在引导员工走向标准化和有回报的行为。
Despite the differing definitions of corporate culture by many researchers and authors, some of them have collectively agreed that corporate culture entails combining the pattern of behavior, beliefs, procedures and values that make up the organization’s identity; and also to assist in the structuring of the user’s behavior. It is very significant to view how people perform within the context of the group, sharing with a group of people in an organization is the main definition of corporate culture that most authors agreed on. (Deshpande and Farley, 1999).
尽管许多研究人员和作者对企业文化的定义不同，但其中一些人一致认为，企业文化需要将构成组织身份的行为模式、信念、程序和价值观相结合；并且还帮助构建用户的行为。在团队背景下观察人们的表现非常重要，与组织中的一群人分享是大多数作者都同意的企业文化的主要定义。（Deshpande和Farley，1999年）。
Many studies demonstrate that organizational culture is one of the most important factors with a significant role in determining how an organization performs (Chatman and John, 1994, Hofstede et al, 1990, Schein, 1990, Denison, 1990, Gillespie et al, 2007). According to Lewis (2002) organizational culture has been confirmed to be a lasting theory in the prediction of the organizations’ performance.
许多研究表明，组织文化是决定组织绩效的最重要因素之一（Chatman和John，1994，Hofstede等人，1990，Schein，1990，Denison，1990，Gillespie等人，2007）。根据Lewis（2002）的研究，组织文化已被证实是预测组织绩效的一个持久理论。
In addition, many researchers such as (Denison, 1990; Ambro`, 2004; Ouchi, 1981; Kwantes and Boglarsky, 2007; Berry and Parasuraman, 1992; Stein and Bowen, 2003) have confirmed the relationship between organisational culture and effectiveness. Some other authors have investigated culture from a strategic point of view and have presented culture as a basis of competitive advantage (Wilkins and Ouchi, 1983; O’Neill et al, 2001; Hasmi and Asaari, 2007). Choe (1993) establish a strong relationship between corporate strategy and culture. He found that firms that practice the business strategy tends to have a culture that develops over time and those that apply defensive strategy tend to have hierarchical culture. According to (Deshpandé 1999), investigations into market orientation suggest that the existence of an innovative and entrepreneurial culture is strongly associated with exceptional business performance. Collectively, these reports suggest that an organizational culture that puts more importance on customer-oriented behaviours, cross-functional teams, performance-based rewards, adjustment and reactive attitudes to change, and a higher degree of risk taking and improvement, is likely to contribute to have successful customer relations management system implementations.
此外，许多研究人员，如（Denison，1990；Ambro`，2004；Ouchi，1981；Kwantes和Boglarsky，2007；Berry和Parasuraman，1992；Stein和Bowen，2003）已经证实了组织文化与有效性之间的关系。其他一些作者从战略角度研究了文化，并将文化作为竞争优势的基础（Wilkins和Ouchi，1983；O'Neill等人，2001年；Hasmi和Asari，2007年）。Choe（1993）在企业战略和文化之间建立了强有力的关系。他发现，实施商业战略的公司往往有一种随着时间的推移而发展的文化，而那些采用防御战略的公司则往往有等级文化。根据（Deshpandé1999），对市场导向的调查表明，创新和创业文化的存在与卓越的经营业绩密切相关。总之，这些报告表明，组织文化更加重视以客户为导向的行为、跨职能团队、基于绩效的奖励、对变化的调整和反应态度，以及更高程度的风险承担和改进，很可能有助于成功实现客户关系管理系统。
Detert (2000) was responsible for alerting other organisational researchers on the importance of the relationship between organisational culture and quality of services. His research shows that there is a close relationship between a quality service system and organisational culture. Starkey and Woodcock (2002) reiterated the importance of a customer oriented service system. They stressed that organizations that are less customer oriented are more likely to perform poorly in terms of sales output as against those that are customer oriented. To survive in the highly competitive retail service markets, organisations need to provide products and services that will produce highly satisfied and loyal customers (Westbrook and Oliver, 1991). According to (Asif and Sargeant, 2000), several benefits accrue to the organisation via customer loyalty such as generation of profit, costs related to promotions, advertising and start-up costs are limited. More so, chances of increase in customers will be high, as satisfied customers will recommend the organisations’ products and services to others. As a result, customer satisfaction can be the key factor to the growth of the business, in term of market share and profit.
Detert（2000）负责提醒其他组织研究人员注意组织文化和服务质量之间关系的重要性。他的研究表明，优质服务体系与组织文化之间有着密切的关系。Starkey和Woodcock（2002）重申了以客户为导向的服务体系的重要性。他们强调，与那些以客户为导向的组织相比，那些不太以客户为中心的组织更有可能在销售产出方面表现不佳。为了在竞争激烈的零售服务市场中生存，组织需要提供能够产生高度满意和忠诚客户的产品和服务（Westbrook和Oliver，1991）。根据（Asif和Sargeant，2000），通过客户忠诚度为组织带来的一些好处是有限的，如产生利润、与促销相关的成本、广告和启动成本。更重要的是，客户增加的机会将很高，因为满意的客户会向其他人推荐组织的产品和服务。因此，就市场份额和利润而言，客户满意度可能是业务增长的关键因素。
Service organizations were investigated by Gilbert and Parhizgari (2000) who established that different service organization cultures are successful in different contexts. Researches into the relationship between organizational culture and performance in organizations have confirmed that their culture characteristically and uniquely affected their performance Ambro (2004). Trice and Beyer (1993: 174) warn that though organizations may have unique cultures, they should not be considered to have a single, homogeneous culture. Curry and Kkolou (2004) identify customer focus, participation, and teamwork as important cultural issues influencing customer relations outcomes. They suggested that empowering employees to excel at customer service and ensuring their job security also contribute to customer relation success.
Gilbert和Parhizgari（2000）对服务组织进行了调查，他们发现不同的服务组织文化在不同的背景下是成功的。对组织文化与组织绩效关系的研究已经证实，组织文化对组织绩效的影响是独特的。Ambro（2004）。Trice和Beyer（1993:174）警告说，尽管组织可能具有独特的文化，但不应将其视为具有单一、同质的文化。Curry和Kkolou（2004）认为，以客户为中心、参与和团队合作是影响客户关系结果的重要文化问题。他们建议，让员工在客户服务方面表现出色，并确保他们的工作安全，也有助于客户关系的成功。
Uniformality of Organizational Culture 组织文化的统一性
Though organizational culture is basically termed to be the existence of shared value system and beliefs, this does not however imply that there is no sub-culture within an organization (Jermier et al., 1991). In arguing their case, researchers commented that most organisations have multiple cultures ingrained within the basic corporate culture, and these are known as sub-cultures (Ouchi, 1980; Ashforth and Mael, 1989). According to (Bellou, 2007) sub-groups in organizations can generate sub-cultures that build specific networks of meaning and meanwhile still remain associated with the ideologies and values of the organization’s leadership. However, the inherent culture mutual to the generality of the organization is known as the dominant culture. In fact, when talking about the organizational culture absolutely the dominant culture is meant.
尽管组织文化基本上被称为共同价值体系和信仰的存在，但这并不意味着组织内没有亚文化（Jermier et al.，1991）。在论证他们的观点时，研究人员评论说，大多数组织在基本的企业文化中都有根深蒂固的多种文化，这些文化被称为亚文化（Ouchi，1980；Ashforth和Mael，1989年）。根据（Bellou，2007），组织中的子群体可以产生亚文化，这些亚文化建立了特定的意义网络，同时仍然与组织领导层的意识形态和价值观保持联系。然而，与生俱来的文化互为共性的组织被称为主导文化。事实上，当谈论组织文化时，绝对是指主导文化。
Originally, it was assumed for a long period that the organizational culture is static (Schein, 1983). However, according to (Barely, 1983) many other researchers have challenged this assumption, claiming that the organizational culture is dynamic and is evolving to suit the organization growth stage. Researching the dynamic nature of organizational culture, Zheng, Yang, and McLean (2010) argued that as the organization develops through different growth stages i.e. start-up, growth, maturity, and revival, so also does the dominant organizational culture follows many stages i.e. inspiration, implantation, negotiation, and transformation.
最初，人们长期认为组织文化是静态的（Schein，1983）。然而，根据（Barely，1983），许多其他研究人员对这一假设提出了质疑，声称组织文化是动态的，并且正在演变以适应组织的成长阶段。在研究组织文化的动态性时，郑、杨和McLean（2010）认为，随着组织经历不同的成长阶段，即初创、成长、成熟和复兴，占主导地位的组织文化也经历了激励、植入、协商和转变等多个阶段。
On the relationship between the perceptions of the function of the organizational culture of the employees and the customers of the particular organization, Parasuraman et al. (1985) proposed that employees can correctly forecast customer perceptions of many determinants of service quality and are mainly accurate in service quality areas such as courtesy and responsiveness.
关于特定组织的员工和客户对组织文化功能的感知之间的关系，Parasuraman等人（1985）提出，员工可以正确预测客户对服务质量的许多决定因素的看法，并且主要在礼貌和响应等服务质量领域是准确的。
Concerning customer attitudes about service quality, Schneider, Parkington & Buxton (1980) and Schneider and Bowen (1985) remarked that customer attitudes regarding service quality were significantly correlated how employees view the issue of customer service. Furthermore, Conduit and Mavondo (2001) found that the combined effects of customer orientation and market orientation have a considerably strong infuence on an organization’s performance. Subramony, Beehr and Johnson (2004) confirmed positive links between employee and customer perceptions on service effectiveness, group maturity, and service quality. However, other studies do not support their conclusions. A study by Shahani-Denning (2000) disagreed by revealing that customers and employees often perceive organizational effectiveness from different perspectives.
关于客户对服务质量的态度，Schneider，Parkington&Buxton（1980）和Schneider and Bowen（1985）指出，客户对服务品质的态度与员工如何看待客户服务问题显著相关。此外，Conduct和Mavondo（2001）发现，客户导向和市场导向的综合效应对组织的绩效有相当大的影响。Subramany、Beehr和Johnson（2004）证实了员工和客户对服务有效性、团队成熟度和服务质量的看法之间的积极联系。然而，其他研究并不支持他们的结论。Shahani Denning（2000）的一项研究不同意这一观点，该研究揭示了客户和员工通常从不同的角度感知组织的有效性。
Identification of the Organizational Culture 组织文化的识别
For the rationale of identifying the organizational culture system, Allaire and Firsirotu (1984) suggested that three interconnected sets of systems can assist in identifying organizational culture. Following Schein’s (1990) write-up on culture, the first is the socio-cultural system, which covers organizational structures, strategies, policies, and other associated management practices. According to (Mackenzie, 1986; Thompson, 1967), this sub-system of organizational culture follows the classic theory of management that centers on attaining set organizational goals through task-oriented management. Conventionally, leaders have the prevailing role in deciding how tasks apportionment is structures within the organization. Towards this end, leaders tend to manage the core technology of the organization through clarifying the goals of the organisation, structuring the procedures that would lead to achievement of these goals, and develop strategies that convert these goals into outcomes (Bossert et al. 1982; Mackenzie 1986).
关于识别组织文化系统的基本原理，Allaire和Firsirotu（1984）提出，三组相互关联的系统可以帮助识别组织文化。继Schein（1990）关于文化的著作之后，第一个是社会文化体系，它涵盖了组织结构、战略、政策和其他相关的管理实践。根据（Mackenzie，1986；Thompson，1967），组织文化的这一子系统遵循了经典的管理理论，即通过任务导向的管理来实现既定的组织目标。按照惯例，领导者在决定组织内任务分配结构方面发挥着主导作用。为此，领导者倾向于通过明确组织目标、构建实现这些目标的程序来管理组织的核心技术，并制定将这些目标转化为成果的战略（Bossert等人，1982；麦肯齐，1986年）。
However, scholars have suggested that the development of the cultural aspects of any organization is a powerful function of the top management, meaning that it is the duty of leaders in the organization to set the organizational goals and purposes and channel their decisions effectively to all those involved (Heck, Larsen, & Marcoulides, 1990; Reynolds, 1986). In developing the organizational culture, Bolman and Deal (1984) and Owens (1987) emphasized that it is the role of leaders of organizations to teach organizational values and promote organizational missions.
然而，学者们认为，任何组织的文化方面的发展都是最高管理层的强大职能，这意味着组织中的领导者有责任设定组织目标和宗旨，并将其决策有效地传达给所有相关人员（Heck，Larsen，&Marcoulides，1990；Reynolds，1986年）。在组织文化的发展过程中，Bolman和Deal（1984）以及Owens（1987）强调，组织领导者的作用是传授组织价值观和促进组织使命。
Strong versus Weak Culture 强势与弱势文化
(Sorensen, 2002; Rosenthal & Masarech, 2003) have argued that there is a clear demarcation between strong and weak organizational culture and the way they influence organizational performance and employees behaviors. Furthermore, it has been extensively debated by academics and practitioners that a strong culture, the measure of belief and acceptance of shared culture, is the overriding determinant of the performance of any organisation (Deal & Kennedy, 1982; Peters & Waterman, 1982). The strength or weakness of a culture according to (Peters & Waterman, 1982) is determined by firstly, the economic value it adds to the organization in order to create competitive advantage for the organization. Secondly by the uniqueness and how valuable the organizational culture is as this will help the organization to behave differently from their rivals. Finally, the structure organizational culture of an organization must not be easy to imitate and not be transferable in order to create competitive advantage for the organization. There is a general argument that strong cultures have a greater impact on employee behavior and are more directly linked to reduction in staff turnover, the organization’s core values are both intensely held and widely shared and that a lofty conformity concerning what the organization stands for, builds cohesiveness, loyalty, and organizational commitment.
（Sorensen，2002；Rosenthal&Masarech，2003）认为，组织文化的强弱及其影响组织绩效和员工行为的方式之间有着明确的界限。此外，学术界和从业者广泛争论，强大的文化，即对共同文化的信仰和接受程度，是任何组织绩效的首要决定因素（Deal&Kennedy，1982；Peters&Waterman，1982）。根据（Peters&Waterman，1982），文化的强弱首先取决于它为组织创造竞争优势而增加的经济价值。其次是组织文化的独特性和价值，因为这将有助于组织表现出与竞争对手不同的行为。最后，一个组织的组织文化结构必须不容易模仿，也不可转移，才能为组织创造竞争优势。有一种普遍的观点认为，强大的文化对员工行为的影响更大，与员工流动的减少更直接相关，组织的核心价值观得到了强烈的认同和广泛的共享，关于组织所代表的崇高一致性可以建立凝聚力、忠诚度，以及组织承诺。
Based on these there have been numerous efforts by scholars to give details of the performance supremacy of some very big organizations based on their organizational cultures (Deal & Kennedy, 1982; Peters & Waterman, 1982). However, based on their findings, they concluded that the better performance of these companies can be attributed basically to their core value sets such as human resource management practices, customers and suppliers’ relationships established and maintained by their leaders. These management practices promote innovativeness of these organizations, improved the employees’ self-esteem and quality of work life and consequently led to competitive advantage (Peters & Waterman, 1982). Notwithstanding the fact that profit is the main goal of most organization, most research efforts are spent on customer satisfaction and experiences gained within a service organization (Anderson et al., 1997). Bowen et al (2000) and Gupta et al (2005) studied organisational culture and customer satisfaction and established the strong link between these two factors that have great influence on the conditions of organizational effectiveness.
基于这些，学者们做出了许多努力，根据一些非常大的组织文化来详细说明它们的绩效至上性（Deal&Kennedy，1982；Peters&Waterman，1982）。然而，根据他们的研究结果，他们得出结论，这些公司的更好业绩基本上可以归因于其核心价值观，如人力资源管理实践、客户和供应商的关系，这些关系是由其领导人建立和维护的。这些管理实践促进了这些组织的创新性，提高了员工的自尊和工作生活质量，从而带来了竞争优势（Peters&Waterman，1982）。尽管利润是大多数组织的主要目标，但大多数研究工作都花在了客户满意度和服务组织内获得的经验上（Anderson等人，1997）。Bowen等人（2000）和Gupta等人（2005）研究了组织文化和客户满意度，并在这两个对组织有效性条件有很大影响的因素之间建立了强有力的联系。
Organizational Culture Theories 组织文化理论
Daniel R. Denison, who is a Professor at IMD in Lausanne, Switzerland has done many researches on cultural impact on organizational effectiveness. He established that there are four basic cultural traits that can have impact on positive performance and these which are adaptability, involvement, mission and consistency. The effectiveness and culture model for (Denison 1990) as this is known, represents the relationship between management, corporate culture, effectiveness and finally the performance of the organization. This model is structured to lay emphasis on the significance of association in management practices with the beliefs and principles when investigating the effectiveness and culture of the organization in relation to its performance.
Daniel R.Denison是瑞士洛桑IMD的教授，他对文化对组织有效性的影响进行了许多研究。他确定，有四个基本的文化特征可以影响积极的表现，即适应性、参与度、使命感和一致性。众所周知，（Denison 1990）的有效性和文化模型代表了管理、企业文化、有效性以及组织绩效之间的关系。该模型的结构是为了在研究组织的有效性和文化与其绩效的关系时，强调管理实践中与信念和原则相关联的重要性。
The Adaptability Theory 适应性理论
According to (Denison, 1990), the adaptation theory lays emphasis on an organization’s ability to accept, interpret and translate interference from the external environment into internal norms that could be the organization’s goals that lead to survival or success. The three key aspects of adaptability; perception and response to the external environment, the ability to respond to internal customers and prompt reaction to either internal and external customer, are likely to have an strong effect on an organization’s effectiveness (Denison, 1989), and requires the capacity to reorganize and a laid down set of behaviours and processes that allow for organizational adaptation.
根据（Denison，1990），适应理论强调组织接受、解释外部环境干扰并将其转化为内部规范的能力，这些规范可能是组织的生存或成功目标。适应性的三个关键方面；对外部环境的感知和反应，对内部客户的反应能力，以及对内部和外部客户的迅速反应，可能会对组织的有效性产生强烈影响（Denison，1989），并且需要重组的能力以及一套允许组织适应的既定行为和流程。
The Involvement Theory 参与理论
This theory whose feature includes constructing the individual ability, responsibility, duty and ownership proposes that a high level of involvement and participation increases a sense of ownership and responsibility (Denison, 1989). Here, employees are meant to be involved in decision making and have a reasonable degree of autonomy, and this could lead to higher performance.
这一理论的特征包括构建个人能力、责任、义务和所有权，提出高水平的参与和参与会增加所有权和责任感（Denison，1989）。在这里，员工应该参与决策，并拥有合理程度的自主权，这可能会带来更高的绩效。
The Mission Theory 使命理论
The mission of the organization provides rationale and meaning by defining a social responsibility. Provided the organization’s purpose is understood and used to guide the behaviour, discussions and decisions of the members,it leads to greater commitment and effective performance (Denison, 1989). A second major influence that mission affected on organization performance is the direction and clarity. It is the long term development for the corporation. Evidently, mission gives a clear trend and objectives for the members and organization that is provided to identify the appropriate course of action. Success according to Denison (1995) is more likely when it is goal directed. The definition of common goal shall coordinate well with the structured a positive organizational behaviour.
组织的使命通过定义社会责任提供了理由和意义。只要理解组织的宗旨并将其用于指导成员的行为、讨论和决策，就会产生更大的承诺和有效的绩效（Denison，1989）。任务对组织绩效的第二个主要影响是方向和清晰度。这是公司的长期发展。显然，特派团为所提供的成员和组织提供了明确的趋势和目标，以确定适当的行动方针。Denison（1995）认为，当目标导向时，成功的可能性更大。共同目标的定义应与结构化的积极组织行为相协调。
The Consistency Theory 一致性理论
Positive culture such as a shared beliefs, values and symbols among the organizations members will allow them to coordinate their actions, but this must be done continually.
积极的文化，如组织成员之间的共同信仰、价值观和象征，将使他们能够协调自己的行动，但这必须不断进行。
The basic concept of this theory is that inherent control systems based upon internalized values are a more successful means of achieving coordination than external controls systems which are based on explicit rules and regulations (Denison, 1995). Consistency is the necessary basis of power, direction, formation and integration and can generate an internal system depending on the support of all involved. Most effective organization seems to merge the consistency and involvement principles in continual cycles. (Denison, 1995)
该理论的基本概念是，与基于明确规则和条例的外部控制系统相比，基于内化价值观的内部控制系统是实现协调的更成功的手段（Denison，1995）。一致性是权力、方向、形成和整合的必要基础，可以产生一个依赖于所有相关方支持的内部系统。最有效的组织似乎是在连续的循环中融合了一致性和参与原则。（Denison，1995）
MEASURING CORPORATE CULTURE 衡量企业文化
Organizations are meant to understand their existing corporate culture before deciding to develop or make changes to their organizations strategy. Measuring corporate culture in the organization is the greatest technique to develop the understanding.
组织在决定制定或更改其组织战略之前，应了解其现有的企业文化。衡量组织中的企业文化是发展理解的最大技巧。
Qualitative method can be used to study the corporate culture (Siehl and Martin 1988); however, the benefits may possibly be purchased at a cost while typically the gathered data cannot structure the basics for systematic contrasts. Corporate culture can be examined theoretically through contrasts among the departments in the organization, it is also very important to contrast the member‟s reply with the organization to understand the feature of culture. Data can be gathered from various departments in the same corporation which will assist in the contrast.
定性方法可以用来研究企业文化（Siehl和Martin 1988）；然而，这些好处可能是有代价的，而通常收集的数据不能构成系统对比的基础。企业文化可以通过组织中各部门之间的对比来进行理论考察，将成员的回复与组织进行对比也非常重要，以了解文化的特征。可以从同一公司的各个部门收集数据，这将有助于进行对比。
There are a variety of ways of measuring corporate culture depending on the cultures makeup. The culture’s elements can be observable, for instance quantitative methods or conscious like behaviors and values. Corporate culture was defined in previous sections as behaviors, norms and values, which lay emphasis on the conscious elements.
根据企业文化的构成，衡量企业文化的方法多种多样。文化的元素是可以观察到的，例如定量方法或有意识的行为和价值观。在前面的章节中，企业文化被定义为行为、规范和价值观，强调有意识的元素。
It can also be measured using the combination of qualitative and quantitative methods, which includes interviews, questionnaire and surveys, to examine and the cultural trend (Rosseau 1990).
它也可以使用定性和定量相结合的方法来衡量，包括访谈、问卷调查和调查，以检查和文化趋势（Rosseau 1990）。
According to (Xenikou and furnham 1996), the questionnaires must be used in order to measure organizational culture. Learned scholars, Researchers and also managers are using questionnaire in measuring corporate culture, since they are keen on understanding and amending corporate culture where necessary. Several empirical studies have been conducted to measure quantitatively corporate culture which was done by various researchers; for instance (Cooke and Lafferty’s 1989) developed a culture questionnaire in “Organizational Culture Inventory”, while (O’Reilly et al, 1991) developed “Organizational Culture Profile”.
根据（Xenikou和furnham 1996），必须使用问卷来衡量组织文化。学者、研究人员和管理人员都在使用问卷来衡量企业文化，因为他们热衷于在必要时理解和修改企业文化。不同的研究者已经进行了几项实证研究来定量衡量企业文化；例如（Cooke和Lafferty的1989）在“组织文化问卷”中开发了一份文化问卷，而（O'Reilly等人，1991）开发了“组织文化概况”。
Denison and William Neale has developed the “Denison Organizational Culture Survey” which is used in testing the link among corporate culture and financial performance measures such as profitability, improvement, market share, growth of sales, values and the satisfaction of employees. This research will be based on Denison’s questionnaire, and will be used to find the relation between corporate culture and customer satisfaction in the retail sector using (………………………)
Denison和William Neale开发了“Denison组织文化调查”，用于测试企业文化与财务绩效指标之间的联系，如盈利能力、改善、市场份额、销售额增长、价值观和员工满意度。这项研究将基于Denison的问卷调查，并将使用（“”）
IMPACT OF CORPORATE CULTURE ON ANY ORGANIZATION 企业文化对任何组织的影响
In recent times, corporate culture has captured the attention of many organizations due to its effect on the organization’s achievement. Researchers such as (kotter and heskett 1992) believed that there is a long lasting effect of corporate culture on the performance of the organizations. (Schwartz and davis 1981, choe 1993, Rashid and anantharaman 1997 ) supposed that there a relationship between organizational strategy and corporate culture, especially in the application in an organization of a particular strategy.
近年来，企业文化因其对组织绩效的影响而引起了许多组织的关注。（kotter和heskett 1992）等研究人员认为，企业文化对组织绩效有着长期的影响。（Schwartz和davis 1981，choe 1993，Rashid和anantharaman 1997）认为组织战略与企业文化之间存在关系，尤其是在特定战略在组织中的应用中。
Corporate culture is one of the most significant elements in the range of the behavior performance in any organization, particularly in understanding the structure of the organization. This means that the success or otherwise of the organization in accomplishing its objectives and target was influenced by the corporate culture.
企业文化是任何组织中行为表现范围中最重要的因素之一，尤其是在理解组织结构方面。这意味着组织在实现其目标和指标方面的成功与否受到企业文化的影响。
Customer satisfaction 客户满意度
Survival in today’s highly competitive markets means that it is imperative that organisations have to provide services that lead to highly satisfied and loyal customers (Westbrook and Oliver, 1991). Customer satisfaction is currently “the new standard by which customers are measuring business performance” Nagel and Cilliers (1990, p. 4).
在当今竞争激烈的市场中生存意味着组织必须提供服务，以获得高度满意和忠诚的客户（Westbrook和Oliver，1991）。客户满意度目前是“客户衡量业务绩效的新标准”，Nagel和Cilliers（1990，第4页）。
Customer satisfaction is an organization’s capacity to create awareness, attention and retain customers and also to develop customer relationship over a certain period of time. Most at times, it is often seen as the satisfaction benefited from the products or services of an organization. In addition, it is considered to be the key to a successful and long-term competitiveness. The understanding of customer satisfaction is the means of realizing the customer’s expectations, a source for gaining, retaining and studying organizational effectiveness in the course of service delivery. All organisations are confronted with the challenge of discovering the critical factors that influences customer satisfaction and loyalty (McDougall and Levesque, 1992) and can decide on the actions necessary in meeting customer desires if it understands perceptions.
客户满意度是一个组织在一定时间内创造意识、关注和留住客户以及发展客户关系的能力。大多数时候，它通常被视为从组织的产品或服务中获得的满足感。此外，它被认为是成功和长期竞争力的关键。对客户满意度的理解是实现客户期望的手段，是在服务提供过程中获得、保持和研究组织有效性的来源。所有组织都面临着发现影响客户满意度和忠诚度的关键因素的挑战（McDougall和Levsque，1992），并且如果了解感知，就可以决定满足客户欲望所需的行动。
In Deshpande et al.’s (1993, p. 27) definition, customer orientation is: . . . the set of beliefs that put the customer’s interest first, while not excluding those of other stakeholders such as owners, managers and employees, in order to develop a long-term profitable enterprise.
在Deshpande等人（1993年，第27页）的定义中，客户导向是：。为了发展一个长期盈利的企业，将客户利益放在首位，同时不排除其他利益相关者（如所有者、经理和员工）的信念。
(Slater and Narver, 1994) sees customer orientation as basically associated with customers welfare, listening to the voice of the customers and delivering service and solutions based on their best interest and wants. In recent years, several researchers have opined that organisations centering their activities on the needs of their customers perform better than those companies that do not, will more likely to meet long-term goals and increased financial performance (Homburg et al., 2002; Lytle and Timmerman, 2006; Narver and Slater, 1990). According to Darby et al.’s (1997), the level of customer satisfaction can be measured through the extent to which employees show customer service orientation.
（Slater和Narver，1994）认为，客户导向基本上与客户福利有关，倾听客户的声音，并根据他们的最大利益和需求提供服务和解决方案。近年来，几位研究人员认为，以客户需求为中心的组织比那些没有这样做的公司表现更好，更有可能实现长期目标并提高财务业绩（Homburg等人，2002年；Lytle和Timmerman，2006年；Narver和Slater，1990年）。根据Darby等人（1997）的观点，客户满意度可以通过员工表现出的客户服务导向程度来衡量。
Fornell et al. (1996, p96) highlight the significance of the relationship between customer satisfaction and perceived value. They identified three backgrounds of customer satisfaction as perceived value, perceived quality, and customer expectations. Some other literature also supports the relationship between customers’ perceived value and customer satisfaction (Hellier et al., 2003). According to (Eggert and Ulaga, 2002), perceived value can either be pre- or post-purchased as customers seek additional benefit in contrast to the cost at the time of purchase of a product or service.
Fornell等人（1996，p96）强调了客户满意度和感知价值之间关系的重要性。他们确定了客户满意度的三个背景，即感知价值、感知质量和客户期望。其他一些文献也支持客户感知价值与客户满意度之间的关系（Hellier et al.，2003）。根据（Eggert和Ulaga，2002），感知价值可以是预先购买的，也可以是事后购买的，因为与购买产品或服务时的成本相比，客户寻求额外的利益。
(Ambro and Praprotnik, 2008), argued that customer satisfaction is a concept that cannot be universally used as its meaning is based on different conditions and different points of view and is the result of individual customer judgments. Several other researchers of customer satisfaction have introduced different concepts and different views of organizational performance outcome. In Rust et al.’s (1996) opinion, customer service is seen to be all about perceptions. This is more so since service cannot be tested before it is sold, and can neither be stored, returned nor exchanged. Based on this, customers’ understanding of service experience and interpretation of it is the crux of the matter (Gro¨nroos, 2001; Ross, 1995).
（Ambro和Praprotnik，2008）认为，客户满意度是一个无法普遍使用的概念，因为其含义基于不同的条件和不同的观点，是个人客户判断的结果。其他几位客户满意度研究者对组织绩效结果提出了不同的概念和观点。在Rust等人（1996）的观点中，客户服务被认为是关于感知的。这种情况更为严重，因为服务在出售之前不能进行测试，也不能存储、退回或交换。基于此，客户对服务体验的理解和解释是问题的关键（Gro¨nroos，2001；Ross，1995）。
Wilson (2002) opined that customer satisfaction is vague and complex in nature, and is generally comprised of various components measured with different methods under different conditions. O’Neill and Palmer (2004) see customer satisfaction as a cognitive concept and as a state of the mind. Edvardsson (1996) argues that customer satisfaction is an individualistic concept which is uniquely understood by individual customers. This paves way for the assumption that customer satisfaction can be understood to be a web of psychological, social and physical variables, which is associated with the perceptions of a satisfied customer. Anderson, Fornell, and Lehman (1994) argue that customer satisfaction is first and foremost an emotional state of mind and the outcome of the long-term relationship between customers and service providers.
Wilson（2002）认为，客户满意度本质上是模糊和复杂的，通常由在不同条件下用不同方法测量的各种组成部分组成。O'Neill和Palmer（2004）将客户满意度视为一种认知概念和一种精神状态。Edvardsson（1996）认为，客户满意度是一个个人主义的概念，个人客户对此有着独特的理解。这为客户满意度可以被理解为心理、社会和物理变量的网络这一假设铺平了道路，这些变量与满意客户的感知有关。Anderson、Fornell和Lehman（1994）认为，客户满意度首先是一种情绪状态，是客户和服务提供商之间长期关系的结果。
Ning-jun Zhang et al (2007) show that employees are to an extent emotionally dependent on the organization and this encourages their efforts to satisfy customers. Parasuraman, Zeithaml & Berry (1988) see customer satisfaction in terms of qualitative and quantitative elements of the service. Zeithaml & Bitner (2000) suggested a simpler definition of customer satisfaction based on the level of customer needs and expected satisfaction, which directly affects the degree of customer dissatisfaction.
张宁军等人（2007）表明，员工在一定程度上在情感上依赖于组织，这鼓励了他们努力满足客户。Parasuraman、Zeithaml和Berry（1988）从服务的定性和定量要素来看客户满意度。Zeithaml&Bitner（2000）提出了一个基于客户需求和预期满意度水平的更简单的客户满意度定义，这直接影响客户的不满程度。
(Bolton and Drew 1991; Parasuraman; Zeithaml, and Berry 1988) opined that customer satisfaction is used to measure future customer expectations while quality measures future customer service expectation, the outcome they say is this they say is the relation between expectations and performance.
（Bolton和Drew 1991；Parasuraman；Zeithaml和Berry 1988）认为，客户满意度用于衡量未来客户的期望，而质量衡量未来客户服务的期望，他们说的结果是期望和绩效之间的关系。
According to (Ambro and Praprotnik, 2008), there has been the emergence of two definitions of customer satisfaction. The first type defines customer satisfaction as an outcome of a buying experience (Westbrook and Reilly, 1983), while the second definition sees customer satisfaction as a benchmark between the actual purchase and the purchase expectations of the customer (Hunt, 1977).
根据（Ambro和Praprotnik，2008），客户满意度出现了两种定义。第一种类型将客户满意度定义为购买体验的结果（Westbrook和Reilly，1983），而第二种定义将客户满意度视为实际购买和客户购买期望之间的基准（Hunt，1977）。
Researchers have found a strong and positive relationship between customer satisfaction and intentions to repurchase (Anderson and Sullivan, 1993; Mittal and Kamakura, 2001; Oliver, 1980). Nonetheless, the connection between satisfaction and actual loyalty behavior is still ambiguous, and the relationships that occur between satisfaction, intentions and actual behavior is still confusing (Rust et al, 1995)
研究人员发现，客户满意度与回购意愿之间存在着强烈而积极的关系（Anderson和Sullivan，1993；Mittal和Kamakura，2001年；Oliver，1980年）。尽管如此，满意度和实际忠诚行为之间的联系仍然模糊不清，满意度、意图和实际行为之间的关系仍然令人困惑（Rust等人，1995）
Regardless of its complexity, customers do not have any problems with the definition of satisfaction even if it is not deliberately explained (Gupta and Zeithaml, 2007). This is the reason it is so important that the management of a service organization primarily sees the customer’s point of view of the organisation’s strength that results in delivering the service that fulfils the customer’s social, personal and physical expectations regarding service quality. Service organizations must consider customer satisfaction as a key leverage point to differentiate themselves from other organisations (Gillespie et al, 2007).
无论其复杂性如何，即使没有刻意解释，客户对满意度的定义也没有任何问题（Gupta和Zeithaml，2007）。这就是为什么服务组织的管理层主要从客户的角度看待组织的实力，从而提供满足客户对服务质量的社会、个人和身体期望的服务，这一点非常重要。服务组织必须将客户满意度视为区别于其他组织的关键杠杆点（Gillespie等人，2007）。
Customer satisfaction is the outcome of his or her needs and expectations which influence the interaction with service providers and other customers. The quality of this interaction impacts customer decisions to repurchase the service, his retention and the intention of the customer to recommend to other potential customers and finally to pass on useful information about the service quality and delivery. Customer satisfaction is related to different ways of interacting with the environment. A positive recommendation is a social interaction, which is positively related to customer retention, reduces transaction costs and increases long-term profitability (Jamieson, 1994, Mackey, 2005). Word of mouth has great communication power because it is a direct transmission of customer satisfaction to other potential customers. Weinberger, Allen and Dillon (1981) and Herr et al (1991), are convinced that word of mouth is more important than information about service generated by marketing activities. The communication power of word of mouth is manifested when the service provider fails to meet the complaints of the customer or his reactions are not congruent with the customer demands. The highest importance of word of mouth is when customer reaction to the service provider is negative (Richins, 1983).
客户满意度是他或她的需求和期望的结果，这些需求和期望会影响与服务提供商和其他客户的互动。这种互动的质量影响客户重新购买服务的决策、客户的忠诚度以及客户向其他潜在客户推荐的意图，最终传递有关服务质量和交付的有用信息。客户满意度与与环境互动的不同方式有关。积极的推荐是一种社会互动，它与客户忠诚度呈正相关，降低了交易成本，提高了长期盈利能力（Jamieson，1994，Mackey，2005）。口碑具有强大的传播力，因为它是客户满意度向其他潜在客户的直接传递。Weinberger、Allen和Dillon（1981）以及Herr等人（1991）认为，口碑比营销活动产生的服务信息更重要。当服务提供者未能满足客户的投诉或他的反应与客户的需求不一致时，口碑的传播力就会显现出来。口碑的最高重要性是当客户对服务提供商的反应是负面的时（Richins，1983）。
The result of negative perceptions is a dissatisfied customer, who rarely decides to repurchase the service from the same provider (Newman and Werbel, 1973). The worst case is when a customer refuses to buy another service from the same provider (Fitzgibbon and White, 2007). Word of mouth is closely related to the customer intentions to repurchase the service (Gupta and Zeithaml, 2007).
负面看法的结果是不满意的客户，他们很少决定从同一供应商那里重新购买服务（Newman和Werbel，1973）。最糟糕的情况是客户拒绝从同一供应商处购买另一项服务（Fitzgibbon和White，2007）。口碑与客户回购服务的意图密切相关（Gupta和Zeithaml，2007）。
Customer satisfaction in service industries 服务业的客户满意度
To survive in highly competitive markets, organisations need to provide services that yield highly satisfied and loyal customers (Westbrook and Oliver, 1991). As Nagel and Cilliers (1990, p. 4) claimed, customer satisfaction is currently “the new standard by which customers are measuring business performance”.
为了在竞争激烈的市场中生存，组织需要提供能产生高度满意和忠诚客户的服务（Westbrook和Oliver，1991）。正如Nagel和Cilliers（1990年，第4页）所声称的那样，客户满意度目前是“客户衡量业务绩效的新标准”。
Satisfied customers are more inclined to be loyal, producing several benefits for organisations (Asif and Sargeant, 2000; Hansemark and Albinsson, 2004; Reichheld and Sasser, 1990). First, repeat business generates income. Second, it limits costs related to acquiring new customers, such as advertising, promotion and start-up activities. Third, satisfied customers often “spread the good news” and recommend products and services to others. Consequently, customer satisfaction is considered to be a key to organisational survival (Jones and Sasser, 1995), as well as increased market share (Rust et al., 1992) and profitability (Heskett et al., 1994).
满意的客户更倾向于忠诚，这为组织带来了一些好处（Asif和Sargeant，2000；Hansemark和Albinsson，2004年；Reichhold和Sasser，1990年）。首先，重复经营产生收入。其次，它限制了与获取新客户相关的成本，如广告、促销和创业活动。第三，满意的客户经常“传播好消息”，并向他人推荐产品和服务。因此，客户满意度被认为是组织生存的关键（Jones和Sasser，1995），以及增加市场份额（Rust et al.，1992）和盈利能力（Heskett et al.，1994）。
All organisations are faced with the challenge of identifying the critical factors that determine customer satisfaction and loyalty (McDougall and Levesque, 1992). Nevertheless, the service industry has several particularities that need to be taken into account. Services are more or less intangible, their production and consumption are inseparable, and customers are – at least to some extent – active participants in their production process while service production and consumption are simultaneous (Gro¨nroos, 1982, 1988). Moreover, due to the fact that the “production process” of services involves employee-customer interaction, it is hard to ensure consistency and reliability (Haysa and Hill, 2000; Jun et al., 1998). For all these reasons, customers’ perception of the service experience is frequently the only way accurately to estimate quality level of services provided (Babakus and Mangold, 1992).
所有组织都面临着确定决定客户满意度和忠诚度的关键因素的挑战（McDougall和Levsque，1992）。然而，服务业有几个特殊性需要考虑。服务或多或少是无形的，其生产和消费是不可分割的，客户至少在某种程度上是其生产过程的积极参与者，而服务生产和消费同时发生（Gro¨nroos，1982，1988）。此外，由于服务的“生产过程”涉及员工与客户的互动，很难确保一致性和可靠性（Haysa和Hill，2000；Jun等人，1998年）。出于所有这些原因，客户对服务体验的感知往往是准确估计所提供服务质量水平的唯一途径（Babakus和Mangold，1992）。
This is probably the reason why the argument that customers are greatly influenced by their interaction with employees when assessing services provided is gaining increased recognition within the services industry (Boshoff and Tait, 1996).
这可能就是为什么在评估所提供的服务时，客户在很大程度上受到其与员工互动的影响这一论点在服务业中越来越得到认可的原因（Boshoff和Tait，1996）。
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