外文文献翻译-工商管理企业文化

Corporate Culture and Enterprise Management FORM: Bryan M.Rakes. Corporate Culture and Enterprise Management[J].International Journal of Electronic Business.2017, (05):149-150 Abstract: the enterprise culture is a kind of spiritual wealth of an enterprise from the establishment to operation, growth and development in the course of all accumulated, it reflects the enterprise management concept, development direction and strategic objectives, but also support the invisible power of enterprises continue to move forward, to constantly improve the enterprise management mode provides a thought the guide. To some extent, the innovation of enterprise culture and the innovation of enterprise management are complementary and inseparable. According to the relationship between enterprise culture and management innovation, based on the enterprise culture and the enterprise management on the basic concepts of preliminary understanding, influence on the innovation of enterprise culture to enterprise management innovation is discussed.

Keywords enterprise; cultural innovation; management innovation; influence;

企业文化与企业管理

来源：Bryan M.Rakes.企业文化与企业管理[J].国际电子商务杂志.2017,(05):149-150

摘要：企业文化是一个企业从成立到运营、成长和发展全部历程中所积累的一种精神财富，它是企业经营理念、发展方向以及战略目标的集中体现，也是支撑企业不断前行的无形动力，为企业经营管理模式的不断完善提供着思想上的指导。从一定程度上讲，企业文化的创新与企业管理的创新是相辅相成，密不可分的。针对企业文化创新与管理创新的关系，本文在初步了解企业文化和企业管理基本概念的基础上，对企业文化创新给企业管理创新带来的影响进行了探讨。

关键词:企业；文化创新；管理创新；影响

1 overview of corporate culture and business management

1.1 overview of corporate culture

Corporate culture is to solve the problem of the survival and development of tree formation, was considered to be effective and can be shared, common basic beliefs and cognition, enterprise culture embodies a business management core idea, and the resulting organizational behavior. Enterprise culture refers to the entire staff in the business operation process of the formation of training, organizational behavior and business related, and become the mainstream consciousness of all employees and to abide by the highest goals, values, basic beliefs and the organization norms. Among them, the basic belief refers to the enterprise value, but also the core of enterprise culture, but the values of various cultural phenomena is refers to the enterprise management, it refers to the enterprise or enterprise employees engaged in business activities uphold the values.

1.2 overview of enterprise management

Enterprise management is a general term for a series of functions, such as planning, organizing, directing, coordinating and controlling the production and operation activities of an enterprise. Enterprise management mainly includes enterprise management, organizational structure, production, sales, human resources, financial accounting and a series of management content.

1企业文化与企业管理概述

1.1企业文化概述

企业文化是企业为解决生存和发展的问题而树形成的，被组织认为有效而共享，能被共同遵循的基本信念和认知，企业文化集中体现了一个企业经营管理的核心主张，以及由此产生的组织行为。企业文化具体是指企业全体员工在企业运行过程中所培育形成的、与企业组织行为相关的、并成为全体员工的主流意识且被共同遵守的最高目标、价值体系、基本信念及企业组织行为规范的总和。其中，基本信念指的是企业的价值观，也是企业文化的核心，但这里的价值观不是泛指企业管理中的各种文化现象，而是指企业或企业中的员工在从事经营活动中所秉持的价值观。

1.2企业管理概述

企业管理，是对企业的生产经营活动进行计划、组织、指挥、协调和控制等一系列职能的总称。企业管理主要包括企业经营组织结构、生产销售、人力资源、财务会计等一系列的管理内容。

2, the influence of corporate culture innovation on enterprise management innovation

The influence of corporate culture on enterprise innovation management innovation is reflected in all aspects of day-to-day management of enterprises, and the influence of different conditions are different, this paper from the four aspects of enterprise management philosophy, management model, human resource management, management of core competence, briefly discusses the influence of enterprise culture on enterprise management innovation innovation.

2企业文化创新对企业管理创新的影响

企业文化创新对企业管理创新的影响体现在企业日常经营管理的各个方面，且不同条件的影响程度也各不相同，本文将从企业管理的经营理念、经营模式、人力资源管理、核心竞争力管理共四个方面，简要探讨了企业文化创新对企业管理创新的影响。

2.1, the influence of enterprise culture innovation on enterprise management idea

The enterprise culture innovation is the process that the enterprise long-term development must experience, the enterprise culture innovation mainly revolves around the enterprise development strategy, and has the rationality. At present, with China's economic development, and constantly improve the level of the era of knowledge economy, the competition between enterprises is more and more intense, the factors in consideration of the mutual cooperation between enterprises is also more and more, which makes enterprises have to innovate the cultural level of the original "win-win cooperation" business philosophy. Therefore, in order to enable enterprises to develop more in line with the requirements of the times, many enterprises began to carry out the innovation of enterprise culture, and even some enterprises continue from the point of view of its own operating status, development strategy adjustment for the innovation of enterprise culture, this innovation makes

传承与发展企业家与企业文化之辩证关系

传承与发展---企业家与企业文化之辩证关系企业家与企业文化之间的关系，是企业文化理论与建设的一个重要问题，我在咨询过程中，许多企业家都问过我这样的问题，企业文化到底是不是企业家的文化，或者直接说是老板文化。我的肯定地回答说，企业文化肯定不能简单地等同于企业家的文化，它是一个群体与个体之间的关系，将企业文化等同于企业家个人文化的观念是错误的。特别是国有或者国有控股企业，这个特征就更加明显。 一、企业文化是一个企业所有员工的文化特征 企业文化是如何形成的？通常来说，企业文化的形成是由企业的最高领导者决定的，他决定的基础是在管理过程中，企业家通过自己的价值观影响和决定了企业员工的价值观、管理风格、行为规范和文化的价值取向，而且这种影响是有阶段性发展规律的。在企业的初创时期，企业家精神在企业文化形成过程中起着不可替代且无法动摇的地位，具有强势的引导和决定性作用。但随着企业规模的不断扩大，企业各种高级人才的陆续引进也必然带来了对以企业家精神为主的“原味”企业文化的冲击与挑战。企业家精神的影响作用在企业文化形成过程中开始逐渐减弱，或者说企业家的个人精神受到来自团队其它人员的影响，它不再是一言堂，而是一种集体行为。这正如我们不能因为一个企业家本人是一个勤奋向上的人，所以我们就可以得出他所在企业的文化特征就肯定是勤奋向上的文化一样，如果这个推理是可以成立的话，那么企业文化人就不需要建设了，因为企业家的个人文化特征就可以

是企业的文化特征，那么这种企业文化还需要建设吗？ 企业文化变革的过程首先是针对所有员工的文化审计，它通过寻找在员工行为过程中的企业基本假设，重新确定企业的文化根基，所以它不仅仅是针对企业家个人的文化特征，是面对全体员工的一种集体行为。一个企业的基业长青，不能仅仅单靠企业家个人的能量，他只是起到领导者应为的主导作用，并基于权力或者产权的控制而使经过实践验证并得到大部分员工认可的企 业文化体系化、制度化，成为指导企业运行的基本原则。但企业家的文化能否上升到一个企业的文化层面，这取决于他个人的价值观是否得到企业绝大部分员工的认同，并最终落实到企业员工的行为当中，只有这样我们才能够说企业家的文化就等同于这家企业的文化了，但最多也只能是近似而不是全部，因为一个人的价值观等同于另一个人的价值观是不现实的，更加不要说是等同于整个企业员工的价值观，唯一可以作到的就是企业家的价值观被企业大部分员工所认同并上升到企业的行为准则。 二、企业家决定了企业文化的主要特征 企业文化建设是一项长期工作，它是随着企业的发展而缓慢形成的，它凝聚了企业领导者的文化和组织的文化，它优于领导者的文化，同时形成了集体式的统一价值观，所以领导者的改变只能是在整体的企业文化模式存在的基础上，得以创新；企业文化具有沉淀作用，领导者的价值观、管理风格、行为规范、文化的价值取向不可能改变其主流部分。 企业家是企业文化的主要缔造者,其个人的价值观决定了企业文化的成型与

Unit5A-工商管理英语-第二版-课文翻译参考-雷涯邻主编-高等教育出版社

市场营销：概论 在过去的一百多年中，市场营销作为一项商业职能，其职责和概念有了长足的发展。最初，市场营销活动仅仅关注如何完成商业交换，即让顾客去买东西。通常一些较大的商业力量经常自己完成销售活动。在美国，在这些商业力量的影响下，销售过程的发展可以分为几个时期。Perreault和McCarthy 总结为以下五个时期（1）简单贸易时期（2）产品时期（3）销售时期（4）市场营销部门时期（5）市场营销公司时期。为了了解现代市场营销在美国商业中如何发挥作用，回顾每个时期的销售行为是很有帮助的。在讨论其发展过程后，将可以依据它在美国商业行为中的运做而提出一个现代市场营销的定义。 在简单贸易时期，通常“制造商”是专门生产一种或几种产品的乡村家庭。这些产品通常是农作物或牲畜，但是他们可以是使用简单的手工工具来完成的技艺。剩余的产品就卖给或以实物交换给当地的中间商，这些中间商又寻找更远的顾客来出售他们收集来的产品。这个时期在西方社会持续了几百年。此外，这个时期的中间人的活动范围都比较大。举个例子，文艺复兴时期的意大利特别是威尼斯商人，从印度、中国和东南亚进口商品。这些商人是这个简单贸易时期运作最成功的商人。 当19世纪末，工业革命在欧洲兴起的时候，美国开始发展起来，这时产品时期也取代了简单的贸易时期。产品时期最明显的特征就是机器使用率的提高和新的组织技术的发展，这些大大促进了产品数量的增加。因此有很多商品都能以较低的价格提供给更多的顾客，从而也大大刺激了需求的增长。所以，很多公司把更多的精力放在提高生产技术上。生产效率很高的公司很少关注产品的销售，因为这个时期需求远远大于供给。如果公司生产一件产品，通常就有现成的买主在等待着。 到了19世纪30年代，很多生产商已经大大地提高了产量，使得西方国家很多行业的生产能力超过了潜在顾客的需求，这就导致了销售时代的来临。销售时代的特征是相信顾客不愿购买产品，部分原因是因为如此众多的公司为了获得客户的关注而展开竞争。在这个时代，大多数公司向销售人员传授成功的销售技巧，这些技巧可以征服潜在顾客心中的抵制情绪。因此，销售人员常常成为了说服艺术和人际交往的专家。在大多数极端的案例中，很多销售策略都是为了操纵消费者，而很少或根本不顾及顾客是否对产品有需求。 随着大多数行业的销售和大部分西方国家在第二次世界大战后得到发展，销售时代过渡到市场营销部门时代。市场营销部门时代认为销售是一个更全面的活动，而非个体销售代表征服客户的活动。销售活动已经扩大到更多非个人的交流形式，而且组织创立了市场营销部门来协调整个公司的销售活动。在市场营销部门时代，营销经理主要贯彻执行由公司经理制定的销售战略。例如，20世纪50~60年代通用汽车公司通过市场营销部门来协调销售取得了巨大的成功。通过整合广告，特别是个人销售技巧，通用汽车公司在美国汽车业处于统治地位。

企业风险管理外文文献翻译2014年译文5000字

文献出处：Bedard J C, Hoitash R, et al. The development of the enterprise risk management theory [J]. Contemporary Accounting Research, 2014, 30(4): 64-95. （声明：本译文归百度文库所有，完整译文请到百度文库。） 原文 The development of the enterprise risk management theory Bedard J C, Hoitash R Abstract Enterprise risk management as an important field of risk management disciplines, in more than 50 years of development process of the implementation of dispersing from multiple areas of research to the integration of comprehensive risk management framework evolution, the theory of risk management and internal audit and control theory are two major theoretical sources of risk management theory has experienced from the traditional risk management, financial volatility to the development of the enterprise risk management, risk management and internal audit and control theory went through the internal accounting control and internal control integrated framework to the evolution of enterprise risk management, the development of the theory of the above two points to the direction of the enterprise risk management, finally realizes the integration development, enterprise risk management theory to become an important part of enterprise management is indispensable. Keywords: enterprise risk management, internal audit the internal control 1 The first theory source, evolution of the theory of risk management "Risk management" as a kind of operation and management idea, has a long history: thousands of years ago in the west have "don't put all eggs in one basket" the proverb, the ancient Chinese famous "product valley hunger" allusions and "yicang ("

企业文化外文参考文献

Corporate Culture The concept of enterprise culture Enterprise culture is formed in the long-term of the venture and development process among the enterprise staf. They cultivate the common goal, the highest value standard, basic beliefs and behavior. It contains a very rich content, including business philosophy, value concept, the spirit of enterprise, enterprise morality, group consciousness, enterprise image, enterprise system. Its core is the spirit of the enterprise and values. The value of enterprise culture 1.Enterprise culture affects the enterprise’s life Culture is informal. But it exist everywhere and every time. In the developing of an enterprise, things informal is more important than that of formal, software is usually more important the hardware. This is not only the character of modern economy, but also the outcome of enterprise culture’s effect in long time. Enterprise culture is the spirit of the enterprise, is the power that drives the enterprise developing, and is the best way for the enterprise to get the growth of its economy. The development needs culture and the culture can support the development. In any case, there will be no long time development without culture’ support. 2.Enterprise culture builds the enterprise’s core competence The 1960’s the core content of enterprise competition is technology , in the 70 s, it is management, in the 80’ s, it is marketing, in the 90’s, it is the brand, and the 21’st century the core competition between enterprises is the culture. Enterprise's short-term prosperity can get in so many ways, but the enterprise long time growth can be only from the power of the excellent enterprise culture, the effect of suitable culture on the development and growth of enterprises is huge, because it has infinite driving force on the staff. The spirit and ideas is the core of the enterprise’s culture. When a good enterprise culture establishment, it brings the wisdom of the group, the spirit of collaboration, fresh vitality, this is equivalent to for enterprise with a powerful engine for enterprise innovation and development, and can uninterruptedly supply spiritual power for the enterprise. Culture the best way to mobilize the staff of an enterprise. It brings staff home feeling in their work. It is the resource of the cohesive power inside and the expansionary force outside of the enterprise. The concept of brand culture Brand culture is the core of brand value, it include the value concept, grade, appeal, express feelings of the brand, the value of the brand culture is that it brings items of the brand to the flourish spirit world of human being. Brand culture not only can bring people good feeling but also improve the core competence of the brand. Brand culture mainly has three level content: the first level is the brand value system, which is made up of a series of concept of brand owners and operators, including the pursuit of quality concept, management concept, service concept, social concept and so on; The second level is the behavior model of the brand, includi ng the operator’s management and marketing strategy, market development means, transmission channels, service mechanism and attitude, etc. The third level is the brand in the visual image level. This aspect mainly includes the name of the brand, brand appeal, brand identification, product external image and so on. The brand culture construction is

传承与发展企业家与企业文化之辩证关系

传承与发展--- 企业家与企业文化之辩证关系企业家与企业文化之间的关系，是企业文化理论与建设的一个重要问题，我在咨询过程中，许多企业家都问过我这样的问题，企业文化到底是不是企业家的文化，或者直接说是老板文化。我的肯定地回答说，企业文化肯定不能简单地等同于企业家的文化，它是一个群体与个体之间的关系，将企业文化等同于企业家个人文化的观念是错误的。特别是国有或者国有控股企业，这个特征就更加明显。 一、企业文化是一个企业所有员工的文化特征 企业文化是如何形成的？通常来说，企业文化的形成是由企业的最高领导者决定的，他决定的基础是在管理过程中，企业家通过自己的价值观影响和决定了企业员工的价值观、管理风格、行为规范和文化的价值取向，而且这种影响是有阶段性发展规律的。在企业的初创时期，企业家精神在企业文化形成过程中起着不可替代且无法动摇的地位，具有强势的引导和决定性作用。但随着企业规模的不断扩大，企业各种高级人才的陆续引进也必然带来了对以企业家精神为主的“原味”企业文化的冲击与挑战。企业家精神的影响作用在企业文化形成过程中开始逐渐减弱，或者说企业家的个人精神受到来自团队其它人员的影响，它不再是一言堂，而是一种集体行为。这正如我们不能因为一个企业家本人是一个勤奋向上的人，所以我们就可以得出他所在企业的文化特征就肯定是勤奋向上的文化一样，如果这个推理是可以成立的话，那么企业文化人就不需要建设了，因为企业家的个人文化特征就可以是企业的文化特征，那么这种企业文化还需要建设 吗？

企业文化变革的过程首先是针对所有员工的文化审计，它通过寻找在员工行为过程中的企业基本假设，重新确定企业的文化根基，所以它不仅仅是针对企业家个人的文化特征, 是面对全体员工的一种集体行为。一个企业的基业长青，不能仅仅单靠企业家个人的能量，他只是起到领导者应为的主导作用，并基于权力或者产权的控制而使经过实践验证并得到大部分员工认可的企业文化体系化、制度化，成为指导企业运行的基本原则。但企业家的文化能否上升到一个企业的文化层面，这取决于他个人的价值观是否得到企业绝大部分员工的认同，并最终落实到企业员工的行为当中，只有这样我们才能够说企业家的文化就等同于这家企业的文化了，但最多也只能是近似而不是全部，因为一个人的价值观等同于另一个人的价值观是不现实的，更加不要说是等同于整个企业员工的价值观，唯一可以作到的就是企业家的价值观被企业大部分员工所认同并上升到企业的行为准则。 二、企业家决定了企业文化的主要特征 企业文化建设是一项长期工作，它是随着企业的发展而缓慢形成的，它凝聚了企业领导者的文化和组织的文化，它优于领导者的文化，同时形成了集体式的统一价值观，所以领导者的改变只能是在整体的企业文化模式存在的基础上，得以创新；企业文化具有沉淀作用，领导者的价值观、管理风格、行为规范、文化的价值取向不可能改变其主流部企业家是企业文化的主要缔造者,其个人的价值观决定了企业文化的成型与培育。因此， 我们既要看到企业文化缔造发展中企业家所起的作用，也要看到其价值观是必须在实践 中得到员工接受认可并能够指导企业取得成功。 三、企业家要对企业文化不断传承与发展

工商管理专业英语

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