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Your business is only as good as tho who stand behind it. Employees need to be recognized for good work. Basically, we all do! Who doesn’t like to get a pat on the back every now and then? It makes us feel good about ourlves and our job. We want to come to work every morning with a great attitude. Having an outstanding work culture creates a great work environment where employees are positive and work for the common good of bettering the company and its mission. Here’s how you can create a great work culture: First and foremost: Identify the culture. Is it a family operation? Is it formal or informal? Is it straight-laced or more laid-back? IBM and HP are both in the computer business, but they have different cultures. IBM has a more formal culture, while HP has a more casual environment. Second: Communicate the culture. Once a business identifies what culture it wants for employees, it needs to develop ways to communicate it to its employees. Initially小白兔的故事睡前故事, a business can draft a mission statement or company philosophy that summarize what the owner or leadership expects of the employees. But the culture of a business is more than a mission statement. It is also communicated through the design of the work areas. Are employees in offices with doors or are they in cubicles? Are employees encouraged to communicate in person or via email or instant messaging? Companies have opportunities to communicate the culture in an 医患矛盾ongoing way as well. Are there regularly scheduled team meetings to share company news or to obtain feedback from employees? This communicates that the company is open about what’s going on and values its employees’ opinions on how things are going and how they can improve. Third: Once the culture is decided upon, it need to be demonstrated. Management needs to “walk the walk” and “talk the talk”. Below are some ways that the culture can be demonstrated: Offer an outstanding rewards program that gives employees a better n of value, growth and commitment. Awards can be given for: 1. Years of rvice—Celebrate milestones in an employees’ career, such as 5 years of rvice. As the milestones are reached, employees receive better and better awards, appropriate to the milestone. 2. Outstanding performance—Reward employees for results that make a difference to the company. 3.Great customer rvice—Involve customers in this one and let them nominate花莲鱼头汤 their client rvices reprentative. Provide details about rewards to all parties involved—from the management team to front-line employees. Make sure that everyone understands what is required to win this award, how to win the award, and what he or she will receive if they win it. Peer-to-peer recognition is a great strategy for inspiring everyone in the company to notice exceptional effort every day. Train management to recognize excellence in everyone and that this recognition is an integral, powerful part of the work culture. One way to build a successful team is to create a fun working environment and promote employee interaction. Hold a themed team-building workshop routinely. It can be as simple as baking a cake together in the employee lunchroom or visiting a local park. Whatever the event, the idea is for employee to interact and communicate. | 1. a pat on the back：赞扬；鼓励 2. first and foremost：首要的是 战无不胜攻无不克3. family operation：家族企业 4. straight-laced：古板的，拘谨保守的 六年级上册英语手抄报5. laid-back：放松的 6. initially：[ɪˈnɪʃəli] adv. 最初;开始 7. draft：[drɑːft] v.起草，草拟 8. mission statement： （公司或组织的）宗旨说明，任务说明 9. cubicle：[ˈkjuːbɪkl] n.隔间 10. ongoing：[ˈɒnɡəʊɪŋ] adj.持续存在的 11. appropriate：[əˈprəʊpriət] adj.恰当的，合适的 12. nominate：[ˈnɒmɪneɪt] v.提名，推荐 13. peer-to-peer recognition：同事间的认可 14. integral：[ˈɪntɪɡrəl] adj.必需的 15. workshop：[ˈwɜːkʃɒp] n.研讨会 |
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Andrew Bauer needed a way to invigorate his staff working the production line. "I ud to have them working up to nine or 10 hours a day," said Bauer, chief executive officer of Royce Leather in Secaucus, New Jery, in the US, which makes wallets, luggage and other leather accessories. But the longer his employees worked, the more their productivity declined. So last year, after taking over the company from his father, Bauer cut the workday of his 15-person asmbly line by two to three hours, depending on the position. Workers still received the standard breaks, including 45 minutes for lunch. Bauer's goal was to boost efficiency, not to cut payroll. On the contrary, he incread the team's compensation by 15%. Switching to a ven-hour workday paid off: output went up, with the line churning out 10% to 15% more merchandi each day. Plus, he added, his staff — many of whom have been with the company one to three decades — appreciated getting home earlier. Shorter workdays have made headlines lately, thanks to Gothenburg, Sweden. On 1 July, the city began a year-long experiment with six-hour days, enlisting a gment of government employees to work less than their eight-hour-a-day counterparts, for the same pay. The hope is that staffers working shorter days will accomplish just as much, only with more efficiency and less calling in sick. It's a nice idea, but will it — and other efforts to shorten hours in the office — work? The grand productivity experiment Studies of past attempts by various countries to trim employees' workdays have yielded conflicting results. Last year, rearch from the Organisation for Economic Co-operation and Development (OECD) reported in The Economist showed that the more people worked, the more their productivity tapered off. But South Korean rearch detailed in the Journal of Happiness Studies last year found that employees appreciated shorter workdays in theory only. In practice, rearchers found, the country's 2004 workday reduction from 44 hours to 40 — and a declaration of Saturdays as an official day off — didn't do much to improve workers' job satisfaction or overall happiness. Instead, having less time to tackle the same workload incread their stress. The workload, it turned out, for the already-efficient employees was simply too high to get done in fewer hours. And back in 2005, Sweden's Kiruna district council ended a 16-year-run of mandated six-hour workdays for 250 employees, claiming the programme cost too much and was too unwieldy to manage. According to the council, managing two different ts of employee work schedules — the six-hour day and the eight-hour day — had grown too complicated. The European news site The Local also reported that at a similar experiment a hospital in Stockholm created rentment among employees who schedules hadn't been reduced. Whether reduced workdays succeed may have more to do with the type of work performed, the workload and the managers overeing it than the country or company making the change. Part of the problem is that one work schedule won't necessarily fit all employees or job descriptions, said Cali Williams Yost, a workplace strategist bad in Madison, New Jery. "In a competitive global economy, I find the one-size-fits-all, strict models are hard to maintain to the letter," said Williams Yost, author of Tweak It: Make What Matters to You Happen Every Day. | 1. invigorate：[ɪnˈvɪɡəreɪt] v. 使生气勃勃，使精神振奋 2. Secaucus：斯考克斯市 3. New Jery：新泽西（美国东部一州） 4. payroll：[ˈpeɪrəʊl] n.工资总支出 5. compensation：[ˌkɒmpenˈɪʃn] n. 补偿金 6. churn out：快速大量生产 7. Gothenburg：哥德堡 8. Sweden：瑞典 9. enlist：[ɪnˈlɪst] v.征募 10. a gment of：一部分 11. counterpart：[ˈkaʊntəpɑːt] n. 职位（或作用）相当的人 玻璃杯的英文12. trim：[trɪm] v. 缩减 13. yield：[jiːld] v. 产生（结果） 14.taper off：逐渐减少 15. tackle：[ˈtækl] v. 处理，解决 16. workload：[ˈwɜːkləʊd] n.工作量 17. Kiruna：基律纳鸡排的制作方法 18. mandated：[ˈmændeɪtɪd] adj. 获得授权的；规定的 19. unwieldy：[ʌnˈwiːldi] adj. 难控制的 20. Stockholm：[ˈstɒkhəʊm] 斯德哥尔摩 21. rentment：[rɪˈzentmənt] n. 愤恨；怨恨 22. one-size-fits-all：一刀切的 23. to the letter：不折不扣地 24. tweak：[twiːk] v. 稍稍调整，稍稍改进 |
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