what makes it to

Unit6ITCorporateCultureIT职场英语教师用书

Unit6ITCorporateCulture

I:本单元教学目的：

1.了解公司文化的相关概念

2.掌握如何撰写建议信

3.评价IT领域中不同公司的文化

4.了解科技翻译中的副词翻译

II:练习题答案

PartOneConceptLearning

Task1ThinkbeforeYouRead

1.1对于贾瓦哈拉尔·尼赫鲁的这句话“cultureisthewideningofthemindandof

thespirit”的理解，教师可以启发学生考虑文化的定义。

1.2对于考斯塔·茨尤的这句话“prervationofone'sownculturedoesnotrequire

contemptordisrespectforothercultures?”的理解，教师可以启发学生考虑跨

文化交际的重要性和原则。

1.3

Nameof

Company

CorporateCulture

Apple

EmpathyforCustomers/Urs，Aggressiveness/Achievement，Positive

SocialContribution，Innovation/Vision，IndividualPerformance，Team

Spirit，Quality/Excellence，IndividualReward，GoodManagement

IBMDedicationtoeveryclient'ssuccessInnovationthatmatters,forour

ndpersonalresponsibilityinall

relationships

agesthe

ngesindividualcapabilities.

Providequalopportunity.

ersarethefocusofeverythingwedo.

ee

sandsuppliers

areourpartners.

10ExamplesofCompaniesWithFantasticCultures

’sworkersconsiderit

,fantasticcompanycultureis

almostexpectedalongwithothertraditionalbenefits.

Unit6ITCorporateCultureIT职场英语教师用书

Whiletheculturethatworksforonecompanymightnotworkforanother,youcan

learnalotfromcompanieswhoaredoingitright,andgetstartedoncompany

culturehacksofyourown.

Itstartswithaculturalfitinterview,whichcarrieshalftheweightofwhetherthe

loyeesareoffered$2,000toquitafterthefirstweekof

trainingiftheydecidethejobisn’evaluesareinstilledinevery

eeraiscomefromworkerswhopassskillstestsandexhibit

increadcapability,nsofthebudgetarededicatedto

employeeteambuildingandculturepromotion.

Greatbenefitsandaworkplacethatisfunanddedicatedtomakingcustomershappy

allfitinwiththeZapposapproachtocompanyculture--whenyougetthecompany

cultureright,greatcustomerrviceandagreatbrandwillhappenonitsown.

Takeaway:stablished

whatthecompanycultureis,andfittingintothatcultureisthemostimportantthing

omotesthecultureandhappyemployees,

whichultimatelyleadstohappycustomers.

arker

CompanycultureatWarbyParkerinstigates“culturecrushes,”andonereasonfor

ammeansthatapositive

cultureisontheforefront,ttingupfunlunches,

companymakessurethatthereisalwaysanupcomingeventsotheentireteamhas

somethingtolookforwardto,anditusmethodstomakesuretheentireteam

workswelltogetherbyinsistingeveryonehelpskeepbreakareascleanornding

randomemployeesouttolunchtogether.

Takeaway:WarbyParkerhasmadecompanyculturedeliberatebycreatinga

dedicatedteamtaskedwithcomingupwitheventsandprogramstopromote

ompanyculturedoesn’thappenonitsown.

estAirlines

Theairlineindustryisoftenmockedforgrumpyemployeesandpoorcustomer

rvice,ersloyaltoSouthwest

oftenpointtohappyandfriendlyemployeeswhotryhardtohelp.

Southwestisn’’ehow,

duringallthattime,thecompanyhasmanagedtocommunicateitsgoalsandvision

estalso

givemployees“permission”togothatextramiletomakecustomershappy,

empoweringthemtodowhattheyneedtodotomeetthatvision.

Takeaway:Employeeswhoareconvincedofalargercommongoalarepeoplewho

areexcitedtobepartofalargerpurpo.

r

EmployeesofTwittercan’tstopravingaboutthecompany’p

meetings,friendlycoworkersandateam-orientedenvironmentinwhicheachperson

ismotivatedbythecompany’sgoalshaveinspiredthatprai.

EmployeesofTwittercanalsoexpectfreemealsattheSanFranciscoheadquarters,

Unit6ITCorporateCultureIT职场英语教师用书

ndmanyother

ttsTwitterapart?

Employeescan’tstoptalkingabouthowtheyloveworkingwithothersmartpeople.

Workersraveaboutbeingpartofacompanythatisdoingsomethingthatmattersin

theworld,andthereisanthatnooneleavesuntiltheworkgetsdone.

Takeaway:Youcan’tbeathavingteammemberswhoarepleasantandfriendlyto

eachother,ram,activity

ortofrulestopshavinghappyandfulfilledemployeeswhofeelthatwhattheyare

doingmatters.

n

WhileoilandgascompaniesareprimetargetsforalotofnegativePRandpublicire,

Chevronemployeesrespondedfavorablytowardsthecompany’ees

comparedChevronwithothersimilarcompaniesandpointedout“theChevronway”

asbeingonededicatedtosafety,supportingemployeesandteammemberslooking

outforeachother.

Chevronshowsitcaresaboutemployeesbyprovidinghealthandfitnesscenterson

rsotherhealth-orientedprograms

ninsistmployeestakeregular

rwords,thecompanyshowsitcaresaboutthewell-beingof

employees,andemployeesknowthattheyarevalued.

Takeaway:Yourcompanyculturedoesn’thavetobeping-pongtablesandfreebeer.

Simplyprovidingemployee'swithanofsafetyandwell-beingandcreatinga

policywhereeveryonelooksoutforeachothercaneasilysuffice.

Space

ThissuccessfulstartupisregularlyvotedasoneofthebestplacestoworkinNew

panycultureisonethatis“flat,openandcreative.”Aflat

organizationisonewherethereisno(orveryfew)levelsofmanagementinbetween

proachismorecommonamongstartups,andcanbe

trickytomaintainasacompanygrowslarger,generallyrequiringgroupstoform.

SquareSpacealsooffersrobustbenefitsandperks,including100percentcoverageof

healthinsurancepremiums,flexiblevacations,attractiveofficespace,cateredmeals,

stockedkitchens,monthlycelebrations,relaxationspacesandperiodicguest

enefitssuchasthehelpaculture,butarenotthesoleinstigatorof

-to-earthleadersanddirectaccesstomanagementhavea

greatdealofimpact.

Takeaway:Employeesfeeltheirvoicescanbeheardwhentheyaren’tmuffledunder

veloffreedomandempowermentcreatesconfident

employeesandimprovesmorale.

ItwouldalmostemwrongnottomentionGoogleonalistofcompanieswithgreat

hasbeensynonymouswithcultureforyears,andtsthetonefor

als,employee

tripsandparties,financialbonus,openprentationsbyhigh-levelexecutives,

gyms,rsareknowntobedriven,

Unit6ITCorporateCultureIT职场英语教师用书

talentedandamongthebestofthebest.

AsGooglehasgrownandtheorganizationhaxpandedandspreadout,keepinga

uniformculturehasprovendifficultbetweenheadquartersandsatelliteoffices,as

geracompany

becomes,themorethatculturehastoreinventitlftoaccommodatemore

employeesandtheneedformanagement.

WhileGooglestillgetsstellarreviewsforpay,perksandadvancement,therearealso

someemployeeswhonotegrowingpainsthatyou’dexpectfromsuchahuge

company,and

expectingthebestfromemployeescaneasilybecomeastressorifyourculture

doesn’tallowforgoodwork-lifebalance.

Takeaway:Eventhebestcultureneedstorevisititlftomeetagrowingcompany’s

tsuccessfulcompanycultureleadstosuccessfulbusiness,andthat

requiresanevolvingculturethatcangrowwithit.

Foroutdoorenthusiasts,REIhaslongbeenthecompanytoturntoforgreatgear.

EmployeesofREI,acooperativewhereprofitsbenefititsmember-owners,alsoagree

thatthisisaplacewheregreatnesshappens,evenbeyondthebelovedcampingand

’smissionistoequipbothcustomersandemployeesforthe

outdoors,notjusttohavefunbutalsoinpromotingstewardshipoftheenvironment.

REIsaysthatitmployeesgive“lifetotheirpurpo,”firmlyattributingcompany

ofREIhasacknowledgedthatemployeescanget

benefitsanywhere,butallowingoutdoors-orientedemployeestoimmer

eescanwinequipment

through“challengegrants”wheretheysubmitaproposalforanoutdooradventure

rtownhall-stylemeetingsareheldwhere

employeescansubmitquestionsanonymouslytohelpmanagementunderstand

what’shappeninginthecompany.

Takeaway:Whenyouremployeesarecompletelyimmerdinthesameinterestsas

yourcompany,ethatis

ownedandpropelledbythesamepeopleputsvalueintheirvoices.

ok

JustlikeGoogle,Facebookisacompanythathaxplodedingrowthaswellasbeing

synonymouswithuniquecompanyculture.

Facebookoffers,asdomanysimilarcompanies,lotsoffood,stockoptions,open

officespace,on-sitelaundry,afocusonteamworkandopencommunication,a

competitiveatmospherethatfosterspersonalgrowthandlearningandgreat

benefits.

Yet,Facebookhasthesamestrugglesassimilarcompanies:ahighlycompetitive

onally,a

freeandorganicorganizationalstructurethatworkedforthesmallerorganizationis

lesssuccessfulforthelargerone.

Tomeetthechallenges,Facebookhascreatedconferencerooms,hasparate

buildings,lotsofoutdoorroamingspaceforbreaksandhasmanagement(evenCEO

Unit6ITCorporateCultureIT职场英语教师用书

MarkZuckerberg)’s

anattemptataflatorganizationalcultureusingthebuildingsandspaceitlfto

promoteanofequalityamongthecompetition.

Takeaway:Whenyourcompanydependsonnewhireswhoexcelinacompetitive

field,yourcompanycultureandanyassociatedperkswilllikelybethetippingpoint

tstandoutfromothercompaniesvyingforattention.

Adobeisacompanythatgoesoutofitswaytogiveemployeeschallengingprojects

andthenprovidethetrustandsupporttohelpthemmeetthochallenges

toffersbenefitsandperkslikeanymoderncreativecompany,

Adobe'sisaculturethatavoidsmicromanaginginfavoroftrustingemployeestodo

theirbest.

Adobeproductsaresynonymouswithcreativity,andonlythroughtheavoidanceof

m

example,Adobedoesn’turatingstoestablishemployeecapabilities,feelingthat

rstakeontheroleofa

coach,morethananything,lettingemployeestgoalsanddeterminehowthey

shouldbeassd.

Employeesarealsogivenstockoptionssothattheyknowtheyhavebothastakeand

rewardinthecompany’ualtrainingandculturethatpromotesrisk

takingwithoutfearofpenaltyarepartofAdobe’sopencompanyculture.

Takeaway:Puttingtrustinyouremployeesgoesalongwaytowardspositive

companyculture,becautrustleadstoindependentemployeeswhohelpyour

companygrow.

Conclusion

Manyofthecompaniesoffersimilarperksandbenefits,butthodonot

roachtakenwithhowemployeesare

treatedandwhatlevelofownershipandtrusttheyaregivenisalsoakeypartof

companyculture.

Onewordofcaution:focusingoncompanyculturetotheexclusionofother

workforceconsiderations(safety,laws,regulations)canleadtoabusorcreate

situationswhereemployeesaren’ebestexamplesofculture

onthislisthavedetractors.

Rememberthatthebestculturemakesallemployeesfeelsafeandwelcome,never

ngon“culturefit”alonemakesitdifficulttohire

andwelcomeemployeeswhoaredifferentthantheprevailingculture,evenifthey’d

mpanycultureneeds

adjustmentifitcausyoutoendupwithahomogenizedteamwhothinkandact

thesame.

2.1FindouttheChineequivalenttoeachofthefollowingtechnicalterms.

Unit6ITCorporateCultureIT职场英语教师用书

EnglishtechnicaltermsChineequivalents

hierarchysystem

等级制度

lineofcommunication

沟通方式

acceptableemployeeconduct

被接受、认同的员工行为

culturalshifts

文化转向

highproductivity

高的生产率，高效能

collectiveidentity

集体身份，集体认同

makemodifications

做出修改

personnelmanagement

人事管理

marketshare

市场份额

valuableast

宝贵的资产

tallingpoint

设置一个卖点

2.2Answerthefollowingquestionsaccordingtothepassage.

givedefinitionofcorporateculture?

lves

employeeattitudes,standards(policiesandprocedures),andritesandrituals.

yelementsdoesacorporatecultureinvolve?

Theattitudeofthowithinacompanyisperhapsthemostfundamental

iestypicallyexpressthestandardsin

atecultureusuallyincludessome

ritesorrituals.

themostfundamentalelementofcorporateculture?

Theattitudeofthowithinacompany.

orateculture,whatarerolesofpoliciesandprocedures?

Policiesandproceduresdefinehowthebusinesswilloperate.

corporateandoutsidegeneralculturesalwaysconnected?

Thesocietyinwhichthebusinessislocatedshapestheindividualattitudesand

i

isonereasonwhycorporatecharacteristicsvarysodrasticallyfromoneregion

toanother;thebusinessissocializedandstructuredbadonwhatpeople

thinkanddooutsideofwork,whichvariesbygeographicalregion.

esitmeanby“managementpersonnelfindthoemployeeswho

Unit6ITCorporateCultureIT职场英语教师用书

willbeagoodfitforcorporateculture”?

Thegoalistofindemployeeswhowillbeagoodfit—thatis,whobeliefs

sof

managementtendtobelievethatdoingthisreducesthechancesofconflicts

andmakesitmorelikelythatthenewemployeewillassimilateandcontribute

oftenwhattstwoverysimilarcandidatesapart.

describenegative,neutralandpositivecorporateculture?

Alabelofnegativeusuallymeansthatworkersdonotfeelcomfortable,

acknowledged,orsupported.

Neutralmeansthatthebusinessneithersupportsnorhindersitmployees.

Companieswithapositivecorporateculturettendtoeemployeesastheir

mostvaluableast.

greethat“Businesnvironmentsarerarelystatic”?Why?

Theyevolveovertimeastheattitudesofemployeesandthecircumstances

surroundingthecompanychange.

2.3Completethefollowingntencesbyusingthewordsandexpressionsinthe

box.

1candidate

2executive

3Policy

rd

5procedure

6collaboration

7modified

8productivity

2.4FurtherDiscussion

therelationshipofcorporativeculturewithgeneralculture?Plea

uoneexampletoillustrateit.

Alwaysconnected.

Applecompany.

EmpathyforCustomers/Urs

educeeffectofnegativecorporativeculture?

PracticePositiveInquiry

EstablishanEgo-FreeWorkplace.

OrchestrateCollaboration.

SeektheDiscomfortZone.

Unit6ITCorporateCultureIT职场英语教师用书

Celebrate+RewardDisruptors.

3.2TranslatethefollowingntencesintoChine.

1.商业环境很少是静态的---他们随着时间的推移，随着员工的态度和公司的环

境发生变化。这种变化有时很慢，不是有意为之。而在另一些情况下，公司领导

有意决定做出一些改变。

2.当公司的人事管理团队需要雇佣一个员工，他们除了考虑应聘者的技能和经

历，还会考虑公司的文化。目标就是要找一个能够融合到集体中的员工---也就是，

和现有员工的理念和行为一致。

3.有些员工会对发生的比较突然的文化转向不适应，因此多数公司会认真的提

供一个调整期。

4.尽管几乎所有的公司经过一段时间后都会做出调整，有些保持不变，或者设

定一个卖点。比如，一个销售家庭自制果酱的公司就宣传他们仍在使用75年前

的配方和制作方法。

5.比如，当员工可以有多种渠道来提出有关提高工作效率或者公司整体工作环

境的建议时，可以说环境是包容性的，因为它允许公司的每个人都能够自由的交

流。

PartTwoCaLearning

Task2:caanalysis

2.1BrieflysummarizeApple’svalues.

AppleValuesarethequalities,customs,standards,andprinciplesthatthe

rethevaluesthat

governourbusinessconduct:EmpathyforCustomers/Urs,

Aggressiveness/Achievement,PositiveSocialContribution,Innovation/Vision,

IndividualPerformance,TeamSpirit,Quality/Excellence,IndividualRewardandGood

Management.

2.2Brieflysummarizemissionstatement.

Webelievethatwe’reonthefaceoftheEarthtomakegreatproducts,and

that’’eveinthe

simple.

Webelieveinsayingnotothousandsofprojectssothatwecanreallyfocuson

eveindeep

collaborationandcross-pollinationofourgroups.

2.3Howmanyelementsarethereindevelopingcorporateculture?

#1–Conveyyourvisionofawinningculture

Ifyouwanttobemorethanjustthecaretakerofanexistingculture,thenyouneed

todefineyouraspirations:

Whatwillbedifferent,andhowwillitmakeadifferenceforthesuccessofyour

organization?

Morespecificallywhatarethemostcriticalbehaviorsthatwillcharacterizethe

Unit6ITCorporateCultureIT职场英语教师用书

cultureyouwanttocreate?

Forexample,JackWelchudthemantraof“speed,simplicity,and

lf-confidence”asthebeaconforhistransformationofGE’scultureinthe1990’s–

instarkcontrasttothecompany’sanalytical,bureaucratic,andhierarchicalcultureat

pirationalvisionsparkeddialogueateverylevelofthecompany

aboutwhatpeopleneededtodotomakeGEsuccessful–andtobepersonally

successfulatGE.

#2–Changingemployeesoldhabits,speakitout

NokiaCEOStephenElopisfacedwithalotofchallenges–changingoldhabitsamong

ktoemployees,heaskedaquestionthat

manywereprobablyafraidtoanswertruthfully,givenhowNokiaisstrugglingto

askshowmanypeopleinthecrowduaniPhoneor

Androiddevice,fewhandsgoup:

Thatuptsme-notbecausomeofyouareusingiPhones,butbecauonly

asmallnumberofpeopleareusingiPhones.I’dratherpeoplehavetheintellectual

curiositytounderstandwhatwe’reupagainst.

#3–Demonstratehownewculturalbehaviorscanadvancethebusiness

youdefinethe

behaviors,workwithyourteamtoapplythemtoaspecificprojectthatmightneed

is,challengeyourteamtoachieveaspecific

stretchgoalinashortperiodoftime,whileexplicitlytryingtobringthenewculture

tolife.

#4–Stories

Corporatestoriestypicallyexemplifycompanyvalues,andcapturedramaticallythe

sallowemployees

tolearnaboutwhatixpectedofthemandbetterunderstandwhatthebusiness

standsfor.

#5–PutteethintothenewculturebyintegratingitintoHRprocess

Peopletendtodowhat’rdstepforbuildinganew

cultureistouthedesiredbehaviorsascriteriaforhiring,promoting,rewarding,

lturningpointforGE’stransformationcamewhen

JackWelchpubliclyannouncedtohisniormanagersthathehadfiredtwobusiness

leadersfornotdemonstratingthenewbehaviorsofthecompany–despitehaving

deitveryclearthattheculturewas

notjustasoftconcept–instead,ithadtangibleoutcomesandconquences.

Shap

rememberthefamouswordsofPeterDrucker:Cultureeatsstrategyforbreakfast.

2.4WritearecommendationlettertoAppleCEOontheissueofcorporate

culture.

ToWhomItMayConcern:

ItiswithgreatpleasureandenthusiasmthatIamwritingtogivesomesuggestions

onhealthofcultureinourcompany.

Avibrantcultureprovidesacooperativeandcollaborativeenvironmentforabrand

ndisthesinglemostimportantasttodifferentiateus

Unit6ITCorporateCultureIT职场英语教师用书

consistentlyovertime,anditneedstobenurtured,evolved,andinvigoratedbythe

tafunctionalandrelevantculture,

themoneyinvestedinrearchanddevelopment,productdifferentiation,marketing,

andhumanresourcesisnevermaximizedandoftenwastedbecauit'snotfueledby

asustainingandfunctionalculture.

LookatZappos,oneofthefastestcompaniestoreach$1billioninrecentyears,

fueledbyanelectricandeclecticculture,onethat'sinclusionary,encouraging,and

'swell-documented,celebrated,andsharedwillinglywithanyone

ethattoAmericanApparel,thecontroversialand

prolificfashionretailerwithawell-documentedandhighlydysfunctionalculture.

Zapposisthrivingandonitswayto$2billion,whileAmericanApparelismiredin

mpaniesarelivingouttheirmissions—oneisto

createhappiness,ticity

andvaluesalwayswin.

It'asytolookatcompanieslikeStonyfieldFarms,Zappos,Google,Virgin,Whole

Foods,orSouthwestAirlinesandadmirethemfortheirpassionate,engaged,and

ngastrongculturetakes

hardworkandtruecommitmentandherearesomeverybasicbuildingblocksto

consider:

candengagedleadership

eledandinspiredbyleadershipthatis

nuinely

careaboutthecompany'e

greatcommunicatorsandmotivatorswhotoutaclearlycommunicatedvision,

mission,values,andgoalsandcreateanenvironmentforthemtocomealive.

values

It'sonethingtohavebeliefsandvaluesspelledoutinaframeintheconference

'sanotherthingtohavegenuineandmemorablebeliefsthataredirectional,

'simportantthatdepartments

andindividualsaremotivatedandmeasuredagainstthewaytheymodelthevalues.

And,ifwewantavalues-drivenculture,

wantyourcompanytoembodytheculture,empowerpeopleandensureevery

departmentunderstandswhat''tjustlistyourcompany’svaluesin

PowerPoints;bringthemtolifeinpeople,products,spaces,atevents,andin

communication.

sibilityandaccountability

Strongculturempowertheirpeople,theyrecognizetheirtalents,andgivethema

veryclearrolewithresponsibilitiesthey''samazinghowbasic

thisis,buthowabnttheprincipleisinmanybusiness.

atesuccessandfailure

Mostcompaniesthatrunatspeedoftenforgettocelebratetheirvictoriesbothbig

andsmall,andtheyrarelyhavetimeorthehumilitytoacknowledgeandlearnfrom

atebothourvictoriesandfailuresinourownuniqueway,but

sharethemandsharethemoften.

Unit6ITCorporateCultureIT职场英语教师用书

Iwishtheabovesuggestionswouldbecarefullyconsideredandwouldbeufulfor

ourcompany.

Sincerely,

PartThreeITbusinesswriting

Sampledwriting

Task1：

ToWhomItMayConcern,

ItiswithgreatpleasureandenthusiasmthatIamwritingtogivesomesuggestions

onhealthofcultureinourcompany.

Avibrantcultureprovidesacooperativeandcollaborativeenvironmentforabrand

ndisthesinglemostimportantasttodifferentiateus

consistentlyovertime,anditneedstobenurtured,evolved,andinvigoratedbythe

tafunctionalandrelevantculture,

themoneyinvestedinrearchanddevelopment,productdifferentiation,marketing,

andhumanresourcesisnevermaximizedandoftenwastedbecauit'snotfueled

byasustainingandfunctionalculture.

LookatZappos,oneofthefastestcompaniestoreach$1billioninrecentyears,

fueledbyanelectricandeclecticculture,onethat'sinclusionary,encouraging,and

'swell-documented,celebrated,andsharedwillinglywithanyone

ethattoAmericanApparel,thecontroversial

andprolificfashionretailerwithawell-documentedandhighlydysfunctionalculture.

Zapposisthrivingandonitswayto$2billion,whileAmericanApparelismiredin

mpaniesarelivingouttheirmissions—oneisto

createhappiness,ticity

andvaluesalwayswin.

It'asytolookatcompanieslikeStonyfieldFarms,Zappos,Google,Virgin,Whole

Foods,orSouthwestAirlinesandadmirethemfortheirpassionate,engaged,and

ngastrongculture

takeshardworkandtruecommitmentandherearesomeverybasicbuildingblocks

toconsider:

Firstofall,ntcultureisorganic

eledandinspiredbyleadershipthatisactivelyinvolvedand

nuinelycareaboutthe

company'egreat

communicatorsandmotivatorswhotoutaclearlycommunicatedvision,mission,

values,andgoalsandcreateanenvironmentforthemtocomealive.

Secondly,'sonethingtohavebeliefsandvaluesspelled

'sanotherthingtohavegenuineand

memorablebeliefsthataredirectional,aliveandmodeledthroughoutthe

Unit6ITCorporateCultureIT职场英语教师用书

'simportantthatdepartmentsandindividualsaremotivated

,ifwewanta

values-drivenculture,ntyour

companytoembodytheculture,empowerpeopleandensureeverydepartment

understandswhat''tjustlistyourcompany’svaluesinPowerPoints;

bringthemtolifeinpeople,products,spaces,atevents,andincommunication.

Thirdly,culturempower

theirpeople,theyrecognizetheirtalents,andgivethemaveryclearrolewith

responsibilitiesthey''samazinghowbasicthisis,buthow

abnttheprincipleisinmanybusiness.

Lastbutnottheleast,mpanies

thatrunatspeedoftenforgettocelebratetheirvictoriesbothbigandsmall,and

theyrarelyhavetimeorthehumilitytoacknowledgeandlearnfromtheirfailures.

Celebratebothourvictoriesandfailuresinourownuniqueway,butsharethemand

sharethemoften.

Iwishtheabovesuggestionswouldbecarefullyconsideredandwouldbeufulfor

ourcompany.

Sincerely,

ShawnParr

Guvner&CEOofBulldogDrummond

Task2：

ToWhomItMayConcern,

Thebusinessworldemstospinonanaxisofmeetings,therefore,itiscriticalto

investtimeinplanningaproductivessiontomakesureyourmeetingsgetthejob

refulthoughttowhatyouneedtoachieveandwhoshouldparticipate.

I’dliketoprovidethefollowingsuggestionswhichcouldleadtoproductive

meetings.

alforthemeeting,and

mple,createashortlistofbulletpoints

lofyourmeetingmightbetocommunicate

esntialinformation,makedecisions,

andto-the-pointobjectivehelpsthemeetingorganizerdeterminewhoshould

utalistofinviteesbyaligningeachgoalwithteam

memberswhoprencewillmakeitpossibletoactuallymeetthetarget.

meeting’sagendabadoneachgoalinthe

listocommunicatethestartofaproject,tanagendaitemthat

Unit6ITCorporateCultureIT职场英语教师用书

identifieswhowillprentthatinformationandhowtheinformationwillbeshared,

oalistoassignactions,tanagenda

oalshouldhaveoneor

moreagendaitemsaligneddirectlywithit.

ameetingdate

andtimebadontheavailabilityofthemeetingleaderandthemostcritical

gerthelistofinvitees,theharderitistofindadayandtimewhen

ttingthetime,inviteeswillparticipateby

phoneortheInternet,considertheirworkinghoursaswellasyourown.A1p.m.

meetinginEasternStandardTimeisalunch-hourmeetinginCentralStandardTime.

ingtonDC.

onferenceroomthatwillmakeit

aroomlargeorsmallenoughto

hatats30isa

,youdon’twantacrowd

squeezinginsotightit’snecessarytobringinextrachairs.

Thefifth

prentationsareexpected,

not,makearrangementstobringaprojectorwithyou--alsomakesureyouhave

somethingtoprojectonto,’tforgettoconsider

theavailabilityofotherincidentals,suchaswhiteboardswithdryeramarkers,flip

ti-hourmeetings,arrange

forfoodandbeveragessoparticipantsstayfocudonthetopicratherthantheir

stomachs.

inviteesofthemeetingobjectives,date,time

cas,at

leastaweek’workplace’scalendarsoftwaretonda

ogramswillalertinviteesafewminutes

orafewdaysbeforethemeeting,orcustomizethealertstoyourneeds.

Wearepositivethatyouwillhaveahighlyefficientmeetingifyoufollowtheabove

advice.

YoursSincerely,

DebraKraft

PartFiveReadingforMore

swithactionandapplication;kesita

agementalsodealswithpeople,theirvalues,theirgrowth

Unit6ITCorporateCultureIT职场英语教师用书

anddevelopment---andthismakesishumanity.

mentisthuswhattraditionudtocallaliberalart---“liberal”becauit

dealswiththefundamentalsofknowledge,lf-knowledge,wisdom,and

leadership;“art”becauitisalsoconcernedwithpracticeandapplication.

III:文章参考译文

eConceptLearning:

给公司文化下定义

公司文化是定义一个公司的一系列特点。它包括员工态度、标准（政策和程

序）、规矩和仪式。公司文化和周围的社会特征紧密联系，也有一些诸如等级制

度的独特特点。它可以是负面的、中性的、或正面的，而且尽管有些公司愿意把

公司文化描述为静态的，在多数情况下，它随时间的推移而变化。

主要组成部分和发展

公司内部员工的态度可能是公司文化最基本的元素。就基本的公司价值而言，

当执行官、经理和其他级别的员工对于基本的公司价值具有相同的理解，很有可

能就如下方面达成一致：只有公司中的许多关系定位准确，才能准确地反映出公

司所期望的一系列特征。比如，当员工可以有多种渠道来提出提高生产率或者改

善公司工作环境的建议时，可以说公司环境是包容性的，因为它允许公司雇佣的

每个人都能够自由的交流。

公司里的员工采用集体主义的态度来设定标准，用来规约公司的运营。典型

地，公司用规约公司运营的政策和程序来描述标准。这包括规定生产过程中不同

部门或职能之间如何相互关联，管理层和各个部门员工间的交流过程、以及对合

理员工行为的管理。其他元素基于被采用的政策和程序来进行发展。

公司文化通常包括某些规约和仪式。例子包括：每年的假期奖金、整个公司

休息的一周夏日假期、每月最佳员工的提名。这些规约把员工联系到一起，并且

提供一些集体认同感。它们不总是正式政策的一部分，但是由于被工作单位的

员工总体接受，他们变成了每天程序化、被期待的事情。

和整体文化的关系

在某种程度上，公司文化和外界文化总是有联系的。公司所在的社会塑造个

体的态度，而且这种态度是公司环境的基础。这就是为何公司特征从地区到地区

大相径庭；公司被人们工作外的思维和行为社会化和结构化，因地理区域不同而

变化。

与此同时，公司文化有的特点与公司以外的群体不同。多数公司重视等级制

度，诸如低级员工、经理和总执行官。等级制度的每个层级的责权和范围明确，

严格执行，人们倾向于承认他们必须沿着特定的路径在公司内向上提升。然而，

公司以外，却常常以促进平等、减少阶级和等级制度为目标。人们常常标榜独立

和采用多种角度处理不同情形、不同问题、不同目标的能力。

适应性

当公司的人事管理团队需要雇佣一个员工，他们除了考虑应聘者的技能和经

历，还会考虑公司的文化。目标就是要找一个能够融入到集体中的员工---也就

Unit6ITCorporateCultureIT职场英语教师用书

是说，和公司现有员工的理念和行为一致的那些人。管理层成员倾向于相信，这

样做会减少冲突的机会，而且新员工更容易融入集体，并高效地贡献。这通常是

区分开两个非常相似的候选人的因素。

类型方式

有很多方式来给公司环境分类。但总的说来，最简单的方法就是根据负面的、

中性的和积极的来排序。负面的标签通常意味着员工无法感到舒适、被认可、被

支持。它也与违背了外界正常文化的活动或政策相联系，因为在这两个相互矛盾

的特征集之间过渡令人充满压力。另一个普遍的问题是规约或者政策时常在变化，

导致混乱或低效。这种环境可能导致员工之间直接和间接的冲突。

中性意味着公司既不支持也不阻碍员工。生产效率和接着的市场份额并不惊

人，但二者分量却足够高，可以维持公司继续运营。没有明确的领导风格的公司

环境常常出现上述情况。

具有一系列积极公司文化的公司倾向于把员工看作是最宝贵的财富。他们有

明确的目标，并推动员工为达到目标而努力，但也敏锐地考虑到个体和群体的需

求。合作是一个标志，员工常常表现出较高的生产率和对公司的忠诚度。

变化

商业环境很少是静态的---他们随着时间的推移，员工的态度以及公司的环

境发生变化。这种变化有时很慢，不是有意为之。而在另一些情况下，公司领导

有意决定做出一些改变，诸如提供更多的方式来促进员工更加投入，以培养合作

感和尊重感。如果文化变迁发生得太突然，那么会使有些员工感到不适，因此大

多数公司会小心翼翼地提供一个调整期。

尽管事实上几乎所有的公司随着时间的推移会变得适应商业环境，但仍有一

些会保持一贯的风格，或设定一个固定的卖点。比如，一个销售家庭自制果酱的

公司就宣传他们仍在使用75年前的配方和制作方法。当其他事物都在转变的时

候，这样的公司却由于满足了许多人对持久性的渴望而常常获利。

oCaLearning：

苹果的价值和任务宣言

苹果的价值和使命宣言

“人们认为重点意味着赞成你必须要关注的事物。但是完全不是这样的。它意味

着否定其他存在的好主意。你必须要仔细挑选。我实际上对未做的事情和做过的

事情感到一样的骄傲。创新就是对1000个事物说不。”（WWDC,1997苹果公司

全球软件开发者年会）

苹果的价值

苹果的价值是公司认为将会有助于公司和员工成功的质量、习俗、标准和原则。

它们是我们做什么事和如何做事的基础。整合起来，它们将苹果界定为一个独特

的公司。

这些就是约束我们公司行为的价值观：

与客户|用户的共鸣

我们提供高品质的产品，能够满足真正需求并提供持久价值。我们和竞争者公平

竞争，尽量满足客户和卖方的需求。我们真正的对解决客户问题感兴趣，而且我

Unit6ITCorporateCultureIT职场英语教师用书

们不会为了利益牺牲我们的道德和正直。

进取心|成就感

我们设定积极的目标，并且努力的推动我们自己去实现目标。我们意识到这是一

个独特的时刻，一个我们的产品将会改变人们工作和生活的方式的时代。这是一

次冒险，我们一起身在其中。

积极的社会贡献

我们制造的能够提高人们的能力的产品，将人们从单调沉闷的工作中解放出来，

帮助他们实现自己一个人不能实现的目标。

但是除此以外，我们期望能使这个世界变得更适合居住。作为一个合法公民，我

们希望运营的是一个有经济效益，有智慧，有社会资产的团体。

创新|想象

我们的公司建立在创新的基础之上，提供新的和需要的产品。我们接受如果按照

我们的想法会必然存在的风险，同时开发能够帮助实现我们争取的毛利润的领导

产品。

个人表现

我们希望个体投入和表现都能高于我们行业标准。只有这样，才能允许我们实现

让我们获得利润的其他公司目标。每个员工都能够而且必须起作用。最后，所有

的个人决定苹果的角色和能力。

团队精神

团队合作对苹果的成功很必要，工作太大而一个人不能完成的话，个人被鼓励与

各层次的管理者进行交流，分享提高苹果公司的效率和生活质量的想法和建议。

这推动我们所有人去赢。

我们相互支持，一起分享成功与奖励。我们对自己做的事情充满激情。

质量|卓越

我们关心我们做的事情。我们制造能赢得顾客的尊敬和忠诚的高品质、性能和价

值的苹果产品。在苹果，质量管理对我们的持续成功至关重要。

个人奖励

我们奖赏每个对苹果公司的成功有贡献的个人，而且我们一起分享由于表现好获

得的奖金。

我们也意识到奖励必须是心理的和金钱两方面的，我们努力营造一种每个人都能

够分享在苹果工作的经历和兴奋的氛围。

好的管理

经理对人们的态度和表现最重要。员工应该能相信他们管理者的动机和正直。管

理层的责任是创造一个积极的环境，让苹果价值观发挥积极作用。

苹果的使命宣言

下面的引言是苹果公司的提姆库克就苹果公司的商业理念提出的，也是一个苹果

必要的使命宣言：

在苹果执行团队，有一个广泛深层的长期理念，这些执行官领导超过35000名我

都称为超聪明的员工。在公司的各个领域，从工程部到市场部到销售部及其他所

有部门，公司的价值观都十分的根深蒂固。

我们坚信我们能制造出现有的最好产品，而且这不会改变。我们持续关注创新。

我们坚信简约而不是复杂。我们坚信我们需要拥有和控制产品的主要技术，只涉

及我们能做出巨大贡献的市场。

我们坚信拒绝无数个项目才能让我们关注真正重要的并对我们有意义的较少的

Unit6ITCorporateCultureIT职场英语教师用书

那些事情。

我们坚信深度合作和团队跨界合作能使得我们以一种独特的方式进行创新。

老实说，我们在公司的每一团队，都不局限于平庸，我们诚实地承认我们的错误，

并鼓励改变。而且，我认为，无论谁在做什么工作，苹果公司将竭尽全力做到最

好的价值观都深深地根植在这个公司。

IV:拓展训练相关文本

Transcriptforlistenformore

Iwatch

16/01/2015

Apple'slatestproductdownloadisalmosthere,andtheWebisasusualrampant

withrumor.

Someofthemoreinterestingspeculationconcernsthelaunchofawearable

device—themythicaliWatch,maybe?

AndanewiPhonethatcanbeudasamobilewallet.

Ironically,Apple'sbiggestmobilegadgetcompetitors—thatwouldbeanyoneusing

GoogleAndroid—alreadyllavarietyofsmartwatchesandincludenear-field

communicationchipsthatcanpasspaymentdatawirelesslyovershortdistancesat

retailers.

Still,Appleisthemarketmaker.

Thatmeans,ifitdebutsasmartwearableSeptember9,youcanexpecttoea

wholelotofpeoplerockinganewAppleaccessoryinafewmonths.

Thecompany'sabilitytospurmobilepaymentsivenmoresignificantbecauit

couldcompletelychangehowmostpeoplepayforthings,goingwellbeyond

anythingitsPassbookappiscapableof.

Remember,Applewasn'tthefirsttocomeoutwithanInternet-enabledphoneoran

mp3player.

Theyweretheonesthatmadesmartphonesamust-havegadgetanddigitalmusica

phenomenon.

苹果的最新产品即将面世，因此网络上一如既往疯传各种消息。

最为有趣的猜测是关于这款可穿戴设备，可能是令人着迷的苹果智能手表?

这款新的苹果手机可用作为手机钱包使用。

而讽刺的是，苹果最大的移动产品竞争者谷歌安卓早已贩卖各种智能手表，而且

包含可以在零售商处进行短距离无线支付近场通讯技术芯片。

尽管如此苹果还是市场的引领者。

这就意味着如果苹果的这款可穿戴智能手表在9月9号亮相，那么短短几个月时

间你就可以看到很多人手里都会拿着它。

苹果公司促进手机支付的能力更为重要，因为它完全可以改变大多数人的支付方

式，而且进展顺利的话会远远超过Passbook应用。

请铭记一点，苹果并不是第一家推出可以入网或支持mp3手机的公司。

但就是这家公司使得智能手机成为必备品，使数字音乐成为一种潮流。