为什么一个公司可以成为一个好的公司,一个非常重要的原因是,它已经成功创建了一种核心价值观和使命,使全体员工衷心的身份,作为企业文化的核心价值观一旦被全体员工衷心同意或分享,它会影响人们的思维和行为模式。黄伟伟(敬业-华为的人力资源管理理念)声称华为不喜欢赚太多钱。利润并不是它的动力——增长才是。这方面的企业文化是驱动其人力资源管理政策和方法。除了在华为的经营条件下规范和管理海外机构外，华为的企业文化还以一种无形的意识形态制约着每一位员工的行为。即使在海外，华为总部军事化的管理风格也没有减弱。华为认为，只有那些坚持为集体不公正斗争的人才能形成一个团结的社会。因此，华为倡导欲望驱动、体面手段，使集团形成朝气蓬勃、良好的管理风格。华为认为团结合作、集体奋斗是华为的灵魂。华为没有任何人享有这种特权，每个人都有共同的愿望和困难，人人平等。任何个人利益都必须为集体利益服务，并将个人的努力融入企业。华为整合了这一共同价值，整个企业迸发出不可思议的战斗力。因此我们可以认识到，在人力资源管理中，只有理解文化差异，尊重多元文化，才能提高跨文化管理的能力。
英国商科essay代写:核心价值观和使命
A reason why a company can become a good company, a very important reason is that it has successfully created a kind of core values and mission to enable all employees heartfelt identity, as the core values of the enterprise culture once being all staff sincerely agree or share, it will affect people’s thinking and behavior patterns. HuangWeiwei (dedication – the Huawei Philosophy of Human Resources Management) claims that Huawei doesn’t like to make too much money. And the profits are not its motive – growth is. This aspect of the enterprise culture is what drives its HRM policies and approaches. In addition to regulating and managing overseas institutions under Huawei’s business conditions, Huawei’s corporate culture restricts every employee’s behavior in an invisible ideology. Even away from overseas, the militarized management style from Huawei headquarters is still not diminished. Huawei believes that only those who persist in fighting unjustly for the collective can form a united community. Therefore, Huawei advocates desire-driven, decent means, so that the formation of a group of vigorous, good management style. Huawei believes that unity and cooperation, collective struggle is the soul of Huawei. No one in Huawei has the privilege, and everyone shares the common aspiration and hardship, equality for all. Any individual interest must serve the collective interests and integrate individual efforts into the enterprise. Huawei integrated this common value, the entire enterprise burst out of the incredible combat effectiveness. So we could realize that in human resources management, only understanding cultural differences and respecting multi-culture can improve the ability of cross-cultural management.
