某某企业文化英文版.pptx

;;;;;;;Leadership action such as the use of rewards and recognition; Communications; Managerial style; Executive development; Conflict resolution; Decision making Performance measurement systems; Choice of measures; Balance of Measures; Nature of Measures, Measurement of individual vs team goals; short vs long-term orientation; supportive of strategic direction vs counter to strategic direction Compensation/benefits systems; Recruitment; Training; Competency mapping; Learning programmes; Succession planning; Firing people; Commitment to employees life outside work Vision/Mission statements; Ownership of strategic planning process; Budgeting Organisation design principles (Encouraging Collaboration? Functionally orientated? Control orientated?) Harnessing internal competitiveness; proactivity in observing and reacting to external factors (Competitors, Markets, Regulatory environment); breadth of external focus (1 country or global?);Principles or qualities considered worthwhile such as client service or product innovation, openness or collegiality. Can attach to any element of a business model: customers, employees, shareholders, products, service levels, and the like. Tend to persist over time. Hypotheses, assumptions, and business model the organisation holds to be true, ie what is best for the business and how best to act. Exercise a tremendous, sometimes unseen influence on decisions. Feeling or atmosphere, noticeable in the physical layout of work spaces and how employees interact with each other, with customers, and with other outsiders. What's it like to work here? Is it a formal or informal organisation? Do people worry about who should receive an e-mail message, or do they copy as many people as they believe will be interested or helpful? Do people raise or avoid issues? Standards and rules that evolve such as how hard people work, when they come to work, and when they leave. Embrace matters at all levels, from dress code and attitudes toward weekend