MBA Paper代写范例-维珍的组织文化。本文是一篇由本站提供的留学MBA Paper写作范文,本篇paper旨在研究组织文化的不同观点和维度,概述文化在影响员工敬业度、为客户创造价值以及实现组织目标和目的方面的重要性。本篇MBA paper主要关注的是维珍集团在员工敬业度方面采用的组织实践,这与组织文化密切相关,据许多学者称,在组织可持续性方面发挥着至关重要的作用。《公司概览》遵循了该领域公认的学术界定义文化的理论和模型的理论框架。比较和对比两个文化维度模型将确定哪种模型适用于定义维珍集团的文化和员工敬业度。下面就一起来看一下这篇MBA Paper代写范例的具体内容。
The aim of the paper is to examine different views and dimensions of organisational culture, outlining importance of the culture in the context of the impact on employee engagement for better performance, creating value for the customers and achieving organisational goals and objectives. The main focus will be on organisational practices that are adopted in Virgin Group in context of employee engagement which is in close relation to organisational culture and according to number of scholars plays vital role in organisation sustainability. After company overview follows theoretical framework with the theories and models of defining culture from academics well recognised in this field. Comparing and contrasting two culture dimension models will determine which model will be appropriate to be applied in order to define culture and employee engagement in Virgin Group.
Virgin Group is established by Sir Richard Branson in 1970 starting with Virgin Records and in 45 years that follows it became the world recognised brand that operates across five different sectors: travel, banking, entertainment, communications and health & fitness .and across three continents. With the headquarters in London, Virgin Group operates with over 400 companies in 60 businesses across three continents, employs more than 71,000 people that according to the founder Richard Branson are the key factor for the great customer experience which leads to company success (Virgin, 2016).
维珍集团由理查德·布兰森爵士于1970年从维珍唱片公司成立,在随后的45年里,它成为了世界公认的品牌,在旅游、银行、娱乐、通信、健康和健身五个不同行业以及三大洲开展业务。维珍集团总部位于伦敦,在三大洲的60家企业中拥有400多家公司,雇佣了71000多名员工,据创始人理查德·布兰森称,这是带来公司成功的良好客户体验的关键因素。
The environment in which company operates is fast changing with the challenging markets, new technology and extended customer demand of value for money, therefore there is a constant need of quality improvements, new investments and awareness of the new trends in order to take competition to the next level (Grant, 2015).
随着充满挑战的市场、新技术和客户对物有所值的长期需求,公司运营的环境正在快速变化,因此不断需要质量改进、新投资和对新趋势的认识,以将竞争提升到一个新的水平。
The structure of Virgin Group is often linked to Japanese keiretsu and also brand franchising because of the member companies that are sharing common sense of identity and with the management and financial links between them. Although Richard Branson has limited formal linkages to the companies his influence is significant in the area of companies’ board of directors and in the use of Virgin brand (Grant, 2015).
维珍集团的结构通常与日本keiretsu和品牌特许经营联系在一起,因为成员公司之间有着共同的身份认同感以及管理和财务联系。尽管Richard Branson与公司的正式联系有限,但他在公司董事会和维珍品牌的使用方面具有重要影响力。
Source: (Grant, 2015)
Number of researchers and experts in their field has made great efforts to define the concept of culture meaning that culture is difficult to define in only one facet, therefore Bodley (1994) in attempt to summarise outlined all facets that needs to be taken into account when defining a culture. Diverse definitions of culture are shown in the table below.
他们所在领域的许多研究人员和专家已经做出了巨大的努力来定义文化的概念,这意味着文化很难只在一个方面进行定义,因此Bodley试图总结在定义文化时需要考虑的所有方面。文化的各种定义如下表所示。
Source: (Browaeys & Price, 2011)
Claver et al. (2001, p. 248) defined “organizational culture is a set of values, symbols and rituals, shared by the members of a specific firm, which describes the way things are done in an organization in order to solve both internal management problems and those related to customers, suppliers and environment” (Belias & Koustelios, 2014).
Claver等人定义“组织文化是一套价值观、符号和仪式,由特定公司的成员共享,它描述了组织中为解决内部管理问题以及与客户、供应商和环境相关的问题而采取的方式”。
Following number of definitions of organisational culture the question arise about impact of the culture on organisational performance, leadership and organisational change and from which aspect the importance of the culture can be examined.
本篇paper根据组织文化的许多定义,提出了文化对组织绩效、领导力和组织变革的影响问题,以及可以从哪个方面考察文化的重要性。
There is a suggestion by (Brown, 1992) that the key to effective leadership and also powerful tool for organisational performance improvement lies in organisational culture. However, the importance is given to the leaders knowledge in taking action using stories, myths, symbols and artefacts in reinforcing desired behaviour, not only to be aware of the organisational basic assumption.
本篇paper提出,有效领导的关键,也是提高组织绩效的有力工具,在于组织文化。然而,领导者在采取行动时,不仅要意识到组织的基本假设,还要重视利用故事、神话、符号和人工制品来强化期望的行为的知识。
In this context Richard Branson effective leadership can be good example in reinforcing desired behaviour in employees by telling stories that help to build trust and valuing the importance of truth and transparency so that employees can say to other people ‘yes, that’s the way our company is run’.” (Branson, 2016).
在这种情况下,理查德·布兰森的有效领导可以成为一个很好的例子,通过讲述有助于建立信任的故事,并重视真相和透明度的重要性,让员工能够对其他人说‘是的,这就是我们公司的经营方式’,来强化员工的期望行为。”。
The impact of culture on performance can be seen from Peters and Waterman study of 62 American companies that have outstanding performance and their essential quality is proved to be dominance and coherence of culture. Moreover, the clearness of guiding values empowers the employees in knowing what they supposed to do in most situations without the need of policy manuals or detailed procedures and rules (Mullins, 2002).
Peters和Waterman对62家表现突出的美国公司的研究表明,文化对绩效的影响,其本质特征是文化的主导性和连贯性。此外,指导价值观的清晰性使员工能够知道他们在大多数情况下应该做什么,而不需要政策手册或详细的程序和规则。
Moreover, the study of Goldsmith and Clutterbuck identified eight characteristics that are built into organisational culture and from their study the key characteristic of the high performing companies is challenging culture. Also those companies are highly demanding in recruiting people who will work for them in order to fit into their culture. (Mullins, 2002)
此外,Goldsmith和Clutterbuck的研究确定了组织文化中的八个特征,从他们的研究中,高绩效公司的关键特征是具有挑战性的文化。此外,这些公司在招聘适合其文化的员工方面要求很高。
Virgin Group recruiting process is highly demanding and according to Richard Branson “the qualifications are the least important attribute of a candidate “he puts emphases on importance of personality that can fit into Virgin culture (Branson, 2013).
维珍集团的招聘过程要求很高,根据Richard Branson的说法,“资格是候选人最不重要的属性”,他强调了适合维珍文化的个性的重要性。
Furthermore, culture has influence on behaviour on customers and clients and success in foreign markets expects company management to adopt product or service in order to fulfil different customer expectation and achieve greater customer satisfaction. In this context marketing and advertising of the company products or services in different markets must be aligned with the cultures of those markets in which company operates (Worthington & Britton, 2009).
此外,paper还指出文化对客户和客户的行为有影响,在国外市场的成功期望公司管理层采用产品或服务,以满足不同的客户期望,实现更大的客户满意度。在这种情况下,公司产品或服务在不同市场的营销和广告必须与公司运营所在市场的文化相一致。
In this context Virgin Atlantic, the largest company in Virgin Group engaged consultancy conducted research for customer experience on several routes including flights to Nigeria, China and Japan in order to ascertain to what extent cultural issues can affect passengers. Based on the research findings number of changes Virgin Atlantic introduced including new in- flight menus, new cultural awareness training for the crews and more native language crew recruited in order to deliver superior customer experience (Intersperience, 2011).
在这种情况下,维珍集团最大的公司维珍大西洋航空公司聘请了咨询公司,对包括飞往尼日利亚、中国和日本的航班在内的多条航线的客户体验进行了研究,以确定文化问题会在多大程度上影响乘客。根据研究结果,维珍大西洋航空公司引入了许多变化,包括新的飞行菜单、机组人员的新文化意识培训,以及为提供卓越的客户体验而招聘的更多母语机组人员。
As defined previously organisational culture is important element of organisation especially in today globalisation and expansion of the multinational businesses. The process when culture is developing and extent in which that culture will stay stable or not depends of certain changes over the time and different environmental influences. In a context of business, development of culture can be seen within departments or in different levels of hierarchy in the organisation or between collections of companies in the particular sector. Shared experience can be related to a country or regions where nations have in common religion, language or history. Furthermore, Tayeb (2003) identifies elements that have contribution in building national culture including: Family, Religion, Education, Mass Communication Media and Multinational Companies. In an organisational context national culture can have impact on development of corporate culture in a multinational company and knowledge of the dimension of the national culture can be very useful in communication and working with different cultures (Hill, 2010).
正如本篇paper之前所定义的,组织文化是组织的重要组成部分,尤其是在全球化和跨国企业扩张的今天。文化发展的过程和文化保持稳定的程度取决于随着时间的推移和不同的环境影响。在商业背景下,文化的发展可以在部门内部、组织的不同层次或特定部门的公司集合之间看到。共同的经历可能与一个国家或地区有关,在这些国家或地区,各国有着共同的宗教、语言或历史。此外,Tayeb确定了对建设民族文化有贡献的因素,包括:家庭、宗教、教育、大众传播媒体和跨国公司。在组织背景下,民族文化可能会对跨国公司的企业文化发展产生影响,了解民族文化的维度在与不同文化的沟通和合作中非常有用。
Conceptualisation of the culture in the dimensions enables quantifying of the variations between cultural attributes and there are certain researchers who developed models of dimensional approach that can be useful in cross cultural comparison (Browaeys & Price, 2011).
文化在维度上的概念化能够量化文化属性之间的差异,某些研究人员开发了维度方法模型,可用于跨文化比较。
Schein (2001) indentifies three distinct layers in his conceptualisation of culture starting with the surface level with artefacts which are visible, tangible or audible in forms of dress codes, office layout, technology, language and structure of the organisation can be discerned. Values and believes are in the second level including attitudes, moral and ethical codes, ideologies and philosophies that are deeply integrated in the organisational culture. In the deepest levels are basically the fundamental values that are often taken for granted because of its unconscious including truth and spirit. However, it is noted that organisations usually are not consisted from only one culture but there are different subcultures as well (Abubakar & Dogoji, 2015).
Schein在其文化概念化中确定了三个不同的层次,从表面层面开始,可以识别出可见、有形或可听的人工制品,其形式包括着装规范、办公室布局、技术、语言和组织结构。价值观和信念处于第二个层面,包括深深融入组织文化的态度、道德和伦理准则、意识形态和哲学。在最深处,基本上是基本价值观,这些价值观往往被视为理所当然,因为它包括真理和精神在内的无意识。然而,值得注意的是,组织通常不仅仅由一种文化组成,还有不同的亚文化。
Trompenaars and Hampden-Turner, (1997, p. 6) argue that nations major cultural differences affect the way of doing business and the way of managing the organisation in which context culture is understood as “the way in which a group of people solves problems and reconciles dilemmas” (Balan & Vreja, 2013).
Trompenaars和Hampden-Turner认为,国家的主要文化差异会影响企业的经营方式和组织管理方式,在这种情况下,文化被理解为“一群人解决问题和调和困境的方式”。
Trompenaar’s dimensions can give insight into the variety of problems that can arise in context of company to company, company to customer and face to face and indicates cultural characteristic that can be expects from a company in particular country (Rugman, Collinson, & Hodgetts, 2006).
Trompenaar的维度可以深入了解在公司与公司、公司与客户以及面对面的背景下可能出现的各种问题,并表明可以从特定国家的公司期望的文化特征。
Arguably, the concept developed by Trompenaars does not suggest how people’s preferences can be measured in each dimension, but rather highlights different people’s choices as a result of different cultural backgrounds (Pagell, Katz, & Sheu, 2005).
可以说,Trompenaars提出的概念并没有表明如何在每个维度上衡量人们的偏好,而是强调了不同文化背景下不同的人的选择。
Key Dimensions of Culture 文化的关键维度
Source: Adapted from (Browaeys & Price, 2011)
Concepts previously mentioned are by no means the only that are developed and formulated by the researchers and scholars in this field. For instance, one well known concept is widely used to determine organisational culture that is proposed by Geert Hofstede (Magnusson, Wilson, Zdravkovic, Zhou, & Westjohn, 2008) .
本篇paper前面提到的概念绝不是该领域研究人员和学者开发和制定的唯一概念。例如,Geert Hofstede提出的一个众所周知的概念被广泛用于确定组织文化。
Cultural framework of Geert Hofstede is build on the research conducted between 1967 and 1973 trough surveys of IBM employees in more than 40 countries with the intention to extract their cultural attributes and resulted with developing set of cultural dimensions that can be measured in order average value to be obtained for the certain group of people and in that way to have national culture attributes measured. Hofstede identified five dimensions: Power Distance, Uncertainty Avoidance, Individualism, Masculinity and Long -term Orientation (Venaik & Brewer, 2010).
Geert Hofstede的文化框架建立在1967年至1973年间对40多个国家的IBM员工进行的调查的基础上,旨在提取他们的文化属性,并由此形成了一套文化维度,这些维度可以用来衡量,以获得特定人群的平均值,从而拥有民族文化测量的属性。霍夫斯泰德确定了五个维度:权力距离、不确定性规避、个人主义、男性气质和长期取向。
Hofstede’s concept has been widely used by number of international studies and researchers that recognised its work as established in assessing culture on national level .Hofstede’s work according to Smith (2006:915) has “served as a marker post for subsequent investigators for two decades” (Venaik & Brewer, 2010) .
Hofstede的概念已被许多国际研究和研究人员广泛使用,这些研究和研究者承认其工作在评估国家层面的文化方面是既定的。Smith认为,Hofstede的工作“二十年来一直是后续研究者的标志”。
Nevertheless, Hofstede work is also mostly criticised concept on overlapping significantly among cultural dimensions and arguably some authors questioned reliability of his dimensions (Blodgett, Bakir, & Rose, 2008).
尽管如此,霍夫斯泰德的作品也大多被批评为文化维度之间显著重叠的概念,可以说一些作者质疑他的维度的可靠性。
GLOBE is a project conceived and led by Robert J. House and inspired by Hofstede (1980) with intention to validate and test relationship between culture and leadership effectiveness. Furthermore, cultural dimensions were developed on the base of interviews in several cultures and existing organisational and cultural theory. GLOBE research project resulted with additional advancement of nine independent culture dimensions (Magnusson, Wilson, Zdravkovic, Zhou, & Westjohn, 2008).
GLOBE是一个由Robert J.House构思和领导的项目,其灵感来自Hofstede,旨在验证和测试文化和领导力之间的关系。此外,文化维度是在几种文化中的访谈以及现有的组织和文化理论的基础上发展起来的。GLOBE研究项目进一步推进了九个独立的文化维度。
Javadan and House,(2001) states that GLOBE project focused on leadership effectiveness and behaviour in relation to national culture was wide-scale study with more than 150 researchers that collected information from 18000 middle managers in 62 countries. The conclusion reached from the research is that multi -dimensional nature of culture can give explanation of the variations in managerial decision making and behaviour. (Pagell, Katz, & Sheu, 2005)
Javadan和House指出,GLOBE项目关注的是与民族文化相关的领导效能和行为,这是一项由150多名研究人员进行的大规模研究,他们从62个国家的18000名中层管理人员那里收集了信息。研究得出的结论是,文化的多维性可以解释管理决策和行为的变化。
Source:(House, Quigley, & de Luque, 2010)
Both culture concepts of Hofstede and GLOBE are highly valuable for better understanding of national cultural differences, cultural influence on organisational practices and leadership in today business globalisation and multinational corporations (Shi & Wang, 2011).
Hofstede和GLOBE的文化概念对于更好地理解国家文化差异、文化对组织实践的影响以及当今商业全球化和跨国公司的领导力都非常有价值。
According to (Hofstede, 2006) differences are identified in comparison between Hofstede (1980) and GLOBE concept in seven points: New data versus existing data; Team versus single researcher; Managers versus employees; Theory-driven versus action-driven; US inspired versus decentred; Organizational culture as similar or different in nature to/from societal culture ;National wealth as a part or as an antecedent of culture.
根据,在Hofstede和GLOBE概念的比较中发现了七点差异:新数据与现有数据;团队与单个研究人员;管理者与员工;理论驱动与行动驱动;受美国启发与去中心化;与社会文化性质相似或不同的组织文化;国家财富是文化的一部分或前提。
In addition to those differences, Hofstede research is based on one multinational company IBM, fact that raise question of the validity compared to GLOBE research conducted on 951 non-multinational organisations and according to Pramila (2009) in GLOBE study cultural dimension are introduced in organisational and societal level and new performance dimension has been introduced (Shi & Wang, 2011).
除了这些差异之外,Hofstede的研究基于一家跨国公司IBM,与对951个非跨国组织进行的GLOBE研究相比,这一事实提出了有效性问题,根据Pramila在GLOBE研究中的说法,文化维度被引入了组织和社会层面,并引入了新的绩效维度。
Taking into account all differences and similarities between two concepts the most appropriate model to be applied in defining Virgin Group culture and its impact on organisational practices will be GLOBE because of possibility of applying wider range of dimensions that will give better understanding of culture and employee engagement in Virgin Group. Also one of the main reasons for applying GLOBE is its relation with the leadership and employee engagement and possibility of application of the performance dimension that is not present in Hofstede framework but is significantly relevant to organisational practices in Virgin Group.
考虑到两个概念之间的所有差异和相似性,在定义维珍集团文化及其对组织实践的影响时,最合适的模式将是GLOBE,因为有可能应用更广泛的维度,从而更好地了解维珍集团的文化和员工敬业度。此外,应用GLOBE的主要原因之一是其与领导力和员工敬业度的关系,以及应用Hofstede框架中不存在但与维珍集团的组织实践显著相关的绩效维度的可能性。
Number of definitions are presented to define term organisational practice including following definitions from Schatzki, (2001) stating that practice is “embodied, materially mediated arrays of human activity centrally organised around shared practical understanding” and definition from Schau et.al, (2009) stating that “practices are linked and implicit ways of understanding, saying, and doing things” (Jansson, 2013).
提供了许多定义来定义组织实践一词,包括Schatzki的以下定义,该定义指出实践是“围绕共同的实践理解集中组织的人类活动的具体化、物质中介阵列”,以及Schau等人的定义,指出,“实践是理解、说和做事情的相互联系和隐含的方式”。
Virgin Group employs several practices which significantly defers them from competitors in the area of employee engagement and customer service experience. Most of the companies have emphases on customer satisfaction, meaning they put customer as a first and most important while Virgin Group gives priority to the employees before customers and shareholders with the Richard Branson’s philosophy that if the employees are treated well they can deliver excellent customer service and it will be beneficial for the shareholders as well (Branson, 2014).
维珍集团采用了几种做法,在员工敬业度和客户服务体验方面大大落后于竞争对手。大多数公司都强调客户满意度,这意味着他们把客户放在第一位,也是最重要的,而维珍集团则以员工优先于客户和股东,Richard Branson的理念是,如果员工受到良好对待,他们就能提供卓越的客户服务,这也将有利于股东。
The reason behind the choice of employee engagement is because this cultural aspect is not enough explored and having in mind importance of the human factor in the organisational performance there is a need of more analyses and different views. Employee engagement as defined by Mercer “refers to psychological state where employees feels a vested interest in the company’s success and perform to a high standard that may exceed the stated requirements of the job” (Truss, Alfes, Delbridge, Shantz, & Soane, 2014).
选择员工参与背后的原因是,这一文化方面没有得到足够的探索,考虑到人的因素在组织绩效中的重要性,需要更多的分析和不同的观点。美世定义的员工敬业度“是指员工对公司的成功感到既得利益,并达到可能超过工作规定要求的高标准的心理状态”。
Employee engagement practices in Virgin Group analysed by applying Globe nine dimensions can give insight in organisational culture and identified what makes them different from other cultures having in mind that Virgin Group operate across three continents.
通过应用Globe九个维度分析维珍集团的员工敬业度实践,可以深入了解组织文化,并确定其与其他文化的不同之处,因为维珍集团在三大洲运营。
本站提供各国各专业paper范文,paper代写以及paper写作辅导,如有需要可咨询本平台。
相关文章
UKthesis provides an online writing service for all types of academic writing. Check out some of them and don't hesitate to place your order.