Assignment格式范文：Cope with its problems of external adaptation and internal integration
Assignment代寫范文-應對其外部適應和內部整合問題。本文是一篇由本站代寫服務提供的留學生assignment代寫范文，主要內容是講述客戶滿意度是一個組織在一定時間內創造意識、關注和留住客戶以及發展客戶關系的能力。大多數時候，它通常被視為從組織的產品或服務中獲得的滿足感。此外，它被認為是成功和長期競爭力的關鍵。對客戶滿意度的理解是實現客戶期望的手段，是在服務提供過程中獲得、保持和研究組織有效性的來源。下面就一起來看一下這篇Assignment代寫范文的具體內容。
CORPORATE CULTURE 企業文化
(Shein 1996), defined culture as: a€|a€|. ‘a pattern of basic assumptions that a group has invented, discovered or developed in learning to cope with its problems of external adaptation and internal integration, and that have worked well enough to be considered valid, and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.’ This he said is evident in the approach that members of the organizations use to perform their given tasks and the manner that key decisions about important issues of the organization are executed. The manner this is done, buttresses the organisations’ policy, strategy and procedures.
（Shein 1996），將文化定義為：“一個群體在學習中發明、發現或發展的基本假設模式，以應對其外部適應和內部整合的問題，并且這些假設效果良好，被認為是有效的，因此，被教導給新成員，作為感知、思考、，并感受到與這些問題的關系。”他說，這一點在組織成員執行既定任務的方法以及執行組織重要問題關鍵決策的方式中表現得很明顯。這樣做的方式支持了組織的政策、戰略和程序。
Other shared definitions by learned scholars refer to organisational culture as “pattern of shared values and beliefs that help individuals understand organizational functioning and thus provide them with the norms for behavior in the organization”(Deshpande and Webster 1989), “a set of cognitions shared by members of a social unit” (O’Reilly et al., 1991). According to (Laurie 2008), organisational culture is a combination of traditions, values, policies, beliefs, and attitude that establishes a general framework for everything done in an organisation. It can also refer to the form of beliefs, values, and ways of managing experience that have developed during the course of the organization’s history, and becomes noticeable in its material arrangements and the behavior of its members. (Brown 1998). (Gupta 2009), in his write up, stated that organisational culture is a set of unwritten rules meant to guide the employees towards an standardardised and rewarding behaviour.
學術學者的其他共同定義將組織文化稱為“共同價值觀和信念的模式，幫助個人理解組織功能，從而為他們提供組織中的行為規范”（Deshpande和Webster 1989），“一個社會單位的成員所共有的一組認知”（O’Reilly et al.，1991）。根據（Laurie 2008），組織文化是傳統、價值觀、政策、信仰和態度的結合，為組織中所做的一切建立了一個總體框架。它也可以指在組織歷史過程中發展起來的信仰、價值觀和管理經驗的方式，并在其物質安排和成員的行為中變得引人注目。（Brown 1998）。（Gupta 2009）在他的文章中指出，組織文化是一套不成文的規則，旨在引導員工走向標準化和有回報的行為。
Despite the differing definitions of corporate culture by many researchers and authors, some of them have collectively agreed that corporate culture entails combining the pattern of behavior, beliefs, procedures and values that make up the organization’s identity; and also to assist in the structuring of the user’s behavior. It is very significant to view how people perform within the context of the group, sharing with a group of people in an organization is the main definition of corporate culture that most authors agreed on. (Deshpande and Farley, 1999).
盡管許多研究人員和作者對企業文化的定義不同，但其中一些人一致認為，企業文化需要將構成組織身份的行為模式、信念、程序和價值觀相結合；并且還幫助構建用戶的行為。在團隊背景下觀察人們的表現非常重要，與組織中的一群人分享是大多數作者都同意的企業文化的主要定義。（Deshpande和Farley，1999年）。
Many studies demonstrate that organizational culture is one of the most important factors with a significant role in determining how an organization performs (Chatman and John, 1994, Hofstede et al, 1990, Schein, 1990, Denison, 1990, Gillespie et al, 2007). According to Lewis (2002) organizational culture has been confirmed to be a lasting theory in the prediction of the organizations’ performance.
許多研究表明，組織文化是決定組織績效的最重要因素之一（Chatman和John，1994，Hofstede等人，1990，Schein，1990，Denison，1990，Gillespie等人，2007）。根據Lewis（2002）的研究，組織文化已被證實是預測組織績效的一個持久理論。
In addition, many researchers such as (Denison, 1990; Ambro`, 2004; Ouchi, 1981; Kwantes and Boglarsky, 2007; Berry and Parasuraman, 1992; Stein and Bowen, 2003) have confirmed the relationship between organisational culture and effectiveness. Some other authors have investigated culture from a strategic point of view and have presented culture as a basis of competitive advantage (Wilkins and Ouchi, 1983; O’Neill et al, 2001; Hasmi and Asaari, 2007). Choe (1993) establish a strong relationship between corporate strategy and culture. He found that firms that practice the business strategy tends to have a culture that develops over time and those that apply defensive strategy tend to have hierarchical culture. According to (Deshpandé 1999), investigations into market orientation suggest that the existence of an innovative and entrepreneurial culture is strongly associated with exceptional business performance. Collectively, these reports suggest that an organizational culture that puts more importance on customer-oriented behaviours, cross-functional teams, performance-based rewards, adjustment and reactive attitudes to change, and a higher degree of risk taking and improvement, is likely to contribute to have successful customer relations management system implementations.
此外，許多研究人員，如（Denison，1990；Ambro`，2004；Ouchi，1981；Kwantes和Boglarsky，2007；Berry和Parasuraman，1992；Stein和Bowen，2003）已經證實了組織文化與有效性之間的關系。其他一些作者從戰略角度研究了文化，并將文化作為競爭優勢的基礎（Wilkins和Ouchi，1983；O'Neill等人，2001年；Hasmi和Asari，2007年）。Choe（1993）在企業戰略和文化之間建立了強有力的關系。他發現，實施商業戰略的公司往往有一種隨著時間的推移而發展的文化，而那些采用防御戰略的公司則往往有等級文化。根據（Deshpandé1999），對市場導向的調查表明，創新和創業文化的存在與卓越的經營業績密切相關。總之，這些報告表明，組織文化更加重視以客戶為導向的行為、跨職能團隊、基于績效的獎勵、對變化的調整和反應態度，以及更高程度的風險承擔和改進，很可能有助于成功實現客戶關系管理系統。
Detert (2000) was responsible for alerting other organisational researchers on the importance of the relationship between organisational culture and quality of services. His research shows that there is a close relationship between a quality service system and organisational culture. Starkey and Woodcock (2002) reiterated the importance of a customer oriented service system. They stressed that organizations that are less customer oriented are more likely to perform poorly in terms of sales output as against those that are customer oriented. To survive in the highly competitive retail service markets, organisations need to provide products and services that will produce highly satisfied and loyal customers (Westbrook and Oliver, 1991). According to (Asif and Sargeant, 2000), several benefits accrue to the organisation via customer loyalty such as generation of profit, costs related to promotions, advertising and start-up costs are limited. More so, chances of increase in customers will be high, as satisfied customers will recommend the organisations’ products and services to others. As a result, customer satisfaction can be the key factor to the growth of the business, in term of market share and profit.
Detert（2000）負責提醒其他組織研究人員注意組織文化和服務質量之間關系的重要性。他的研究表明，優質服務體系與組織文化之間有著密切的關系。Starkey和Woodcock（2002）重申了以客戶為導向的服務體系的重要性。他們強調，與那些以客戶為導向的組織相比，那些不太以客戶為中心的組織更有可能在銷售產出方面表現不佳。為了在競爭激烈的零售服務市場中生存，組織需要提供能夠產生高度滿意和忠誠客戶的產品和服務（Westbrook和Oliver，1991）。根據（Asif和Sargeant，2000），通過客戶忠誠度為組織帶來的一些好處是有限的，如產生利潤、與促銷相關的成本、廣告和啟動成本。更重要的是，客戶增加的機會將很高，因為滿意的客戶會向其他人推薦組織的產品和服務。因此，就市場份額和利潤而言，客戶滿意度可能是業務增長的關鍵因素。
Service organizations were investigated by Gilbert and Parhizgari (2000) who established that different service organization cultures are successful in different contexts. Researches into the relationship between organizational culture and performance in organizations have confirmed that their culture characteristically and uniquely affected their performance Ambro (2004). Trice and Beyer (1993: 174) warn that though organizations may have unique cultures, they should not be considered to have a single, homogeneous culture. Curry and Kkolou (2004) identify customer focus, participation, and teamwork as important cultural issues influencing customer relations outcomes. They suggested that empowering employees to excel at customer service and ensuring their job security also contribute to customer relation success.
Gilbert和Parhizgari（2000）對服務組織進行了調查，他們發現不同的服務組織文化在不同的背景下是成功的。對組織文化與組織績效關系的研究已經證實，組織文化對組織績效的影響是獨特的。Ambro（2004）。Trice和Beyer（1993:174）警告說，盡管組織可能具有獨特的文化，但不應將其視為具有單一、同質的文化。Curry和Kkolou（2004）認為，以客戶為中心、參與和團隊合作是影響客戶關系結果的重要文化問題。他們建議，讓員工在客戶服務方面表現出色，并確保他們的工作安全，也有助于客戶關系的成功。
Uniformality of Organizational Culture 組織文化的統一性
Though organizational culture is basically termed to be the existence of shared value system and beliefs, this does not however imply that there is no sub-culture within an organization (Jermier et al., 1991). In arguing their case, researchers commented that most organisations have multiple cultures ingrained within the basic corporate culture, and these are known as sub-cultures (Ouchi, 1980; Ashforth and Mael, 1989). According to (Bellou, 2007) sub-groups in organizations can generate sub-cultures that build specific networks of meaning and meanwhile still remain associated with the ideologies and values of the organization’s leadership. However, the inherent culture mutual to the generality of the organization is known as the dominant culture. In fact, when talking about the organizational culture absolutely the dominant culture is meant.
盡管組織文化基本上被稱為共同價值體系和信仰的存在，但這并不意味著組織內沒有亞文化（Jermier et al.，1991）。在論證他們的觀點時，研究人員評論說，大多數組織在基本的企業文化中都有根深蒂固的多種文化，這些文化被稱為亞文化（Ouchi，1980；Ashforth和Mael，1989年）。根據（Bellou，2007），組織中的子群體可以產生亞文化，這些亞文化建立了特定的意義網絡，同時仍然與組織領導層的意識形態和價值觀保持聯系。然而，與生俱來的文化互為共性的組織被稱為主導文化。事實上，當談論組織文化時，絕對是指主導文化。
Originally, it was assumed for a long period that the organizational culture is static (Schein, 1983). However, according to (Barely, 1983) many other researchers have challenged this assumption, claiming that the organizational culture is dynamic and is evolving to suit the organization growth stage. Researching the dynamic nature of organizational culture, Zheng, Yang, and McLean (2010) argued that as the organization develops through different growth stages i.e. start-up, growth, maturity, and revival, so also does the dominant organizational culture follows many stages i.e. inspiration, implantation, negotiation, and transformation.
最初，人們長期認為組織文化是靜態的（Schein，1983）。然而，根據（Barely，1983），許多其他研究人員對這一假設提出了質疑，聲稱組織文化是動態的，并且正在演變以適應組織的成長階段。在研究組織文化的動態性時，鄭、楊和McLean（2010）認為，隨著組織經歷不同的成長階段，即初創、成長、成熟和復興，占主導地位的組織文化也經歷了激勵、植入、協商和轉變等多個階段。
On the relationship between the perceptions of the function of the organizational culture of the employees and the customers of the particular organization, Parasuraman et al. (1985) proposed that employees can correctly forecast customer perceptions of many determinants of service quality and are mainly accurate in service quality areas such as courtesy and responsiveness.
關于特定組織的員工和客戶對組織文化功能的感知之間的關系，Parasuraman等人（1985）提出，員工可以正確預測客戶對服務質量的許多決定因素的看法，并且主要在禮貌和響應等服務質量領域是準確的。
Concerning customer attitudes about service quality, Schneider, Parkington & Buxton (1980) and Schneider and Bowen (1985) remarked that customer attitudes regarding service quality were significantly correlated how employees view the issue of customer service. Furthermore, Conduit and Mavondo (2001) found that the combined effects of customer orientation and market orientation have a considerably strong infuence on an organization’s performance. Subramony, Beehr and Johnson (2004) confirmed positive links between employee and customer perceptions on service effectiveness, group maturity, and service quality. However, other studies do not support their conclusions. A study by Shahani-Denning (2000) disagreed by revealing that customers and employees often perceive organizational effectiveness from different perspectives.
關于客戶對服務質量的態度，Schneider，Parkington&Buxton（1980）和Schneider and Bowen（1985）指出，客戶對服務品質的態度與員工如何看待客戶服務問題顯著相關。此外，Conduct和Mavondo（2001）發現，客戶導向和市場導向的綜合效應對組織的績效有相當大的影響。Subramany、Beehr和Johnson（2004）證實了員工和客戶對服務有效性、團隊成熟度和服務質量的看法之間的積極聯系。然而，其他研究并不支持他們的結論。Shahani Denning（2000）的一項研究不同意這一觀點，該研究揭示了客戶和員工通常從不同的角度感知組織的有效性。
Identification of the Organizational Culture 組織文化的識別
For the rationale of identifying the organizational culture system, Allaire and Firsirotu (1984) suggested that three interconnected sets of systems can assist in identifying organizational culture. Following Schein’s (1990) write-up on culture, the first is the socio-cultural system, which covers organizational structures, strategies, policies, and other associated management practices. According to (Mackenzie, 1986; Thompson, 1967), this sub-system of organizational culture follows the classic theory of management that centers on attaining set organizational goals through task-oriented management. Conventionally, leaders have the prevailing role in deciding how tasks apportionment is structures within the organization. Towards this end, leaders tend to manage the core technology of the organization through clarifying the goals of the organisation, structuring the procedures that would lead to achievement of these goals, and develop strategies that convert these goals into outcomes (Bossert et al. 1982; Mackenzie 1986).
關于識別組織文化系統的基本原理，Allaire和Firsirotu（1984）提出，三組相互關聯的系統可以幫助識別組織文化。繼Schein（1990）關于文化的著作之后，第一個是社會文化體系，它涵蓋了組織結構、戰略、政策和其他相關的管理實踐。根據（Mackenzie，1986；Thompson，1967），組織文化的這一子系統遵循了經典的管理理論，即通過任務導向的管理來實現既定的組織目標。按照慣例，領導者在決定組織內任務分配結構方面發揮著主導作用。為此，領導者傾向于通過明確組織目標、構建實現這些目標的程序來管理組織的核心技術，并制定將這些目標轉化為成果的戰略（Bossert等人，1982；麥肯齊，1986年）。
However, scholars have suggested that the development of the cultural aspects of any organization is a powerful function of the top management, meaning that it is the duty of leaders in the organization to set the organizational goals and purposes and channel their decisions effectively to all those involved (Heck, Larsen, & Marcoulides, 1990; Reynolds, 1986). In developing the organizational culture, Bolman and Deal (1984) and Owens (1987) emphasized that it is the role of leaders of organizations to teach organizational values and promote organizational missions.
然而，學者們認為，任何組織的文化方面的發展都是最高管理層的強大職能，這意味著組織中的領導者有責任設定組織目標和宗旨，并將其決策有效地傳達給所有相關人員（Heck，Larsen，&Marcoulides，1990；Reynolds，1986年）。在組織文化的發展過程中，Bolman和Deal（1984）以及Owens（1987）強調，組織領導者的作用是傳授組織價值觀和促進組織使命。
Strong versus Weak Culture 強勢與弱勢文化
(Sorensen, 2002; Rosenthal & Masarech, 2003) have argued that there is a clear demarcation between strong and weak organizational culture and the way they influence organizational performance and employees behaviors. Furthermore, it has been extensively debated by academics and practitioners that a strong culture, the measure of belief and acceptance of shared culture, is the overriding determinant of the performance of any organisation (Deal & Kennedy, 1982; Peters & Waterman, 1982). The strength or weakness of a culture according to (Peters & Waterman, 1982) is determined by firstly, the economic value it adds to the organization in order to create competitive advantage for the organization. Secondly by the uniqueness and how valuable the organizational culture is as this will help the organization to behave differently from their rivals. Finally, the structure organizational culture of an organization must not be easy to imitate and not be transferable in order to create competitive advantage for the organization. There is a general argument that strong cultures have a greater impact on employee behavior and are more directly linked to reduction in staff turnover, the organization’s core values are both intensely held and widely shared and that a lofty conformity concerning what the organization stands for, builds cohesiveness, loyalty, and organizational commitment.
（Sorensen，2002；Rosenthal&Masarech，2003）認為，組織文化的強弱及其影響組織績效和員工行為的方式之間有著明確的界限。此外，學術界和從業者廣泛爭論，強大的文化，即對共同文化的信仰和接受程度，是任何組織績效的首要決定因素（Deal&Kennedy，1982；Peters&Waterman，1982）。根據（Peters&Waterman，1982），文化的強弱首先取決于它為組織創造競爭優勢而增加的經濟價值。其次是組織文化的獨特性和價值，因為這將有助于組織表現出與競爭對手不同的行為。最后，一個組織的組織文化結構必須不容易模仿，也不可轉移，才能為組織創造競爭優勢。有一種普遍的觀點認為，強大的文化對員工行為的影響更大，與員工流動的減少更直接相關，組織的核心價值觀得到了強烈的認同和廣泛的共享，關于組織所代表的崇高一致性可以建立凝聚力、忠誠度，以及組織承諾。
Based on these there have been numerous efforts by scholars to give details of the performance supremacy of some very big organizations based on their organizational cultures (Deal & Kennedy, 1982; Peters & Waterman, 1982). However, based on their findings, they concluded that the better performance of these companies can be attributed basically to their core value sets such as human resource management practices, customers and suppliers’ relationships established and maintained by their leaders. These management practices promote innovativeness of these organizations, improved the employees’ self-esteem and quality of work life and consequently led to competitive advantage (Peters & Waterman, 1982). Notwithstanding the fact that profit is the main goal of most organization, most research efforts are spent on customer satisfaction and experiences gained within a service organization (Anderson et al., 1997). Bowen et al (2000) and Gupta et al (2005) studied organisational culture and customer satisfaction and established the strong link between these two factors that have great influence on the conditions of organizational effectiveness.
基于這些，學者們做出了許多努力，根據一些非常大的組織文化來詳細說明它們的績效至上性（Deal&Kennedy，1982；Peters&Waterman，1982）。然而，根據他們的研究結果，他們得出結論，這些公司的更好業績基本上可以歸因于其核心價值觀，如人力資源管理實踐、客戶和供應商的關系，這些關系是由其領導人建立和維護的。這些管理實踐促進了這些組織的創新性，提高了員工的自尊和工作生活質量，從而帶來了競爭優勢（Peters&Waterman，1982）。盡管利潤是大多數組織的主要目標，但大多數研究工作都花在了客戶滿意度和服務組織內獲得的經驗上（Anderson等人，1997）。Bowen等人（2000）和Gupta等人（2005）研究了組織文化和客戶滿意度，并在這兩個對組織有效性條件有很大影響的因素之間建立了強有力的聯系。
Organizational Culture Theories 組織文化理論
Daniel R. Denison, who is a Professor at IMD in Lausanne, Switzerland has done many researches on cultural impact on organizational effectiveness. He established that there are four basic cultural traits that can have impact on positive performance and these which are adaptability, involvement, mission and consistency. The effectiveness and culture model for (Denison 1990) as this is known, represents the relationship between management, corporate culture, effectiveness and finally the performance of the organization. This model is structured to lay emphasis on the significance of association in management practices with the beliefs and principles when investigating the effectiveness and culture of the organization in relation to its performance.
Daniel R.Denison是瑞士洛桑IMD的教授，他對文化對組織有效性的影響進行了許多研究。他確定，有四個基本的文化特征可以影響積極的表現，即適應性、參與度、使命感和一致性。眾所周知，（Denison 1990）的有效性和文化模型代表了管理、企業文化、有效性以及組織績效之間的關系。該模型的結構是為了在研究組織的有效性和文化與其績效的關系時，強調管理實踐中與信念和原則相關聯的重要性。
The Adaptability Theory 適應性理論
According to (Denison, 1990), the adaptation theory lays emphasis on an organization’s ability to accept, interpret and translate interference from the external environment into internal norms that could be the organization’s goals that lead to survival or success. The three key aspects of adaptability; perception and response to the external environment, the ability to respond to internal customers and prompt reaction to either internal and external customer, are likely to have an strong effect on an organization’s effectiveness (Denison, 1989), and requires the capacity to reorganize and a laid down set of behaviours and processes that allow for organizational adaptation.
根據（Denison，1990），適應理論強調組織接受、解釋外部環境干擾并將其轉化為內部規范的能力，這些規范可能是組織的生存或成功目標。適應性的三個關鍵方面；對外部環境的感知和反應，對內部客戶的反應能力，以及對內部和外部客戶的迅速反應，可能會對組織的有效性產生強烈影響（Denison，1989），并且需要重組的能力以及一套允許組織適應的既定行為和流程。
The Involvement Theory 參與理論
This theory whose feature includes constructing the individual ability, responsibility, duty and ownership proposes that a high level of involvement and participation increases a sense of ownership and responsibility (Denison, 1989). Here, employees are meant to be involved in decision making and have a reasonable degree of autonomy, and this could lead to higher performance.
這一理論的特征包括構建個人能力、責任、義務和所有權，提出高水平的參與和參與會增加所有權和責任感（Denison，1989）。在這里，員工應該參與決策，并擁有合理程度的自主權，這可能會帶來更高的績效。
The Mission Theory 使命理論
The mission of the organization provides rationale and meaning by defining a social responsibility. Provided the organization’s purpose is understood and used to guide the behaviour, discussions and decisions of the members,it leads to greater commitment and effective performance (Denison, 1989). A second major influence that mission affected on organization performance is the direction and clarity. It is the long term development for the corporation. Evidently, mission gives a clear trend and objectives for the members and organization that is provided to identify the appropriate course of action. Success according to Denison (1995) is more likely when it is goal directed. The definition of common goal shall coordinate well with the structured a positive organizational behaviour.
組織的使命通過定義社會責任提供了理由和意義。只要理解組織的宗旨并將其用于指導成員的行為、討論和決策，就會產生更大的承諾和有效的績效（Denison，1989）。任務對組織績效的第二個主要影響是方向和清晰度。這是公司的長期發展。顯然，特派團為所提供的成員和組織提供了明確的趨勢和目標，以確定適當的行動方針。Denison（1995）認為，當目標導向時，成功的可能性更大。共同目標的定義應與結構化的積極組織行為相協調。
The Consistency Theory 一致性理論
Positive culture such as a shared beliefs, values and symbols among the organizations members will allow them to coordinate their actions, but this must be done continually.
積極的文化，如組織成員之間的共同信仰、價值觀和象征，將使他們能夠協調自己的行動，但這必須不斷進行。
The basic concept of this theory is that inherent control systems based upon internalized values are a more successful means of achieving coordination than external controls systems which are based on explicit rules and regulations (Denison, 1995). Consistency is the necessary basis of power, direction, formation and integration and can generate an internal system depending on the support of all involved. Most effective organization seems to merge the consistency and involvement principles in continual cycles. (Denison, 1995)
該理論的基本概念是，與基于明確規則和條例的外部控制系統相比，基于內化價值觀的內部控制系統是實現協調的更成功的手段（Denison，1995）。一致性是權力、方向、形成和整合的必要基礎，可以產生一個依賴于所有相關方支持的內部系統。最有效的組織似乎是在連續的循環中融合了一致性和參與原則。（Denison，1995）
MEASURING CORPORATE CULTURE 衡量企業文化
Organizations are meant to understand their existing corporate culture before deciding to develop or make changes to their organizations strategy. Measuring corporate culture in the organization is the greatest technique to develop the understanding.
組織在決定制定或更改其組織戰略之前，應了解其現有的企業文化。衡量組織中的企業文化是發展理解的最大技巧。
Qualitative method can be used to study the corporate culture (Siehl and Martin 1988); however, the benefits may possibly be purchased at a cost while typically the gathered data cannot structure the basics for systematic contrasts. Corporate culture can be examined theoretically through contrasts among the departments in the organization, it is also very important to contrast the membera€?s reply with the organization to understand the feature of culture. Data can be gathered from various departments in the same corporation which will assist in the contrast.
定性方法可以用來研究企業文化（Siehl和Martin 1988）；然而，這些好處可能是有代價的，而通常收集的數據不能構成系統對比的基礎。企業文化可以通過組織中各部門之間的對比來進行理論考察，將成員的回復與組織進行對比也非常重要，以了解文化的特征。可以從同一公司的各個部門收集數據，這將有助于進行對比。
There are a variety of ways of measuring corporate culture depending on the cultures makeup. The culture’s elements can be observable, for instance quantitative methods or conscious like behaviors and values. Corporate culture was defined in previous sections as behaviors, norms and values, which lay emphasis on the conscious elements.
根據企業文化的構成，衡量企業文化的方法多種多樣。文化的元素是可以觀察到的，例如定量方法或有意識的行為和價值觀。在前面的章節中，企業文化被定義為行為、規范和價值觀，強調有意識的元素。
It can also be measured using the combination of qualitative and quantitative methods, which includes interviews, questionnaire and surveys, to examine and the cultural trend (Rosseau 1990).
它也可以使用定性和定量相結合的方法來衡量，包括訪談、問卷調查和調查，以檢查和文化趨勢（Rosseau 1990）。
According to (Xenikou and furnham 1996), the questionnaires must be used in order to measure organizational culture. Learned scholars, Researchers and also managers are using questionnaire in measuring corporate culture, since they are keen on understanding and amending corporate culture where necessary. Several empirical studies have been conducted to measure quantitatively corporate culture which was done by various researchers; for instance (Cooke and Lafferty’s 1989) developed a culture questionnaire in “Organizational Culture Inventory”, while (O’Reilly et al, 1991) developed “Organizational Culture Profile”.
根據（Xenikou和furnham 1996），必須使用問卷來衡量組織文化。學者、研究人員和管理人員都在使用問卷來衡量企業文化，因為他們熱衷于在必要時理解和修改企業文化。不同的研究者已經進行了幾項實證研究來定量衡量企業文化；例如（Cooke和Lafferty的1989）在“組織文化問卷”中開發了一份文化問卷，而（O'Reilly等人，1991）開發了“組織文化概況”。
Denison and William Neale has developed the “Denison Organizational Culture Survey” which is used in testing the link among corporate culture and financial performance measures such as profitability, improvement, market share, growth of sales, values and the satisfaction of employees. This research will be based on Denison’s questionnaire, and will be used to find the relation between corporate culture and customer satisfaction in the retail sector using (a€|a€|a€|a€|a€|a€|a€|a€|a€|)
Denison和William Neale開發了“Denison組織文化調查”，用于測試企業文化與財務績效指標之間的聯系，如盈利能力、改善、市場份額、銷售額增長、價值觀和員工滿意度。這項研究將基于Denison的問卷調查，并將使用（“”）
IMPACT OF CORPORATE CULTURE ON ANY ORGANIZATION 企業文化對任何組織的影響
In recent times, corporate culture has captured the attention of many organizations due to its effect on the organization’s achievement. Researchers such as (kotter and heskett 1992) believed that there is a long lasting effect of corporate culture on the performance of the organizations. (Schwartz and davis 1981, choe 1993, Rashid and anantharaman 1997 ) supposed that there a relationship between organizational strategy and corporate culture, especially in the application in an organization of a particular strategy.
近年來，企業文化因其對組織績效的影響而引起了許多組織的關注。（kotter和heskett 1992）等研究人員認為，企業文化對組織績效有著長期的影響。（Schwartz和davis 1981，choe 1993，Rashid和anantharaman 1997）認為組織戰略與企業文化之間存在關系，尤其是在特定戰略在組織中的應用中。
Corporate culture is one of the most significant elements in the range of the behavior performance in any organization, particularly in understanding the structure of the organization. This means that the success or otherwise of the organization in accomplishing its objectives and target was influenced by the corporate culture.
企業文化是任何組織中行為表現范圍中最重要的因素之一，尤其是在理解組織結構方面。這意味著組織在實現其目標和指標方面的成功與否受到企業文化的影響。
Customer satisfaction 客戶滿意度
Survival in today’s highly competitive markets means that it is imperative that organisations have to provide services that lead to highly satisfied and loyal customers (Westbrook and Oliver, 1991). Customer satisfaction is currently “the new standard by which customers are measuring business performance” Nagel and Cilliers (1990, p. 4).
在當今競爭激烈的市場中生存意味著組織必須提供服務，以獲得高度滿意和忠誠的客戶（Westbrook和Oliver，1991）。客戶滿意度目前是“客戶衡量業務績效的新標準”，Nagel和Cilliers（1990，第4頁）。
Customer satisfaction is an organization’s capacity to create awareness, attention and retain customers and also to develop customer relationship over a certain period of time. Most at times, it is often seen as the satisfaction benefited from the products or services of an organization. In addition, it is considered to be the key to a successful and long-term competitiveness. The understanding of customer satisfaction is the means of realizing the customer’s expectations, a source for gaining, retaining and studying organizational effectiveness in the course of service delivery. All organisations are confronted with the challenge of discovering the critical factors that influences customer satisfaction and loyalty (McDougall and Levesque, 1992) and can decide on the actions necessary in meeting customer desires if it understands perceptions.
客戶滿意度是一個組織在一定時間內創造意識、關注和留住客戶以及發展客戶關系的能力。大多數時候，它通常被視為從組織的產品或服務中獲得的滿足感。此外，它被認為是成功和長期競爭力的關鍵。對客戶滿意度的理解是實現客戶期望的手段，是在服務提供過程中獲得、保持和研究組織有效性的來源。所有組織都面臨著發現影響客戶滿意度和忠誠度的關鍵因素的挑戰（McDougall和Levsque，1992），并且如果了解感知，就可以決定滿足客戶欲望所需的行動。
In Deshpande et al.’s (1993, p. 27) definition, customer orientation is: . . . the set of beliefs that put the customer’s interest first, while not excluding those of other stakeholders such as owners, managers and employees, in order to develop a long-term profitable enterprise.
在Deshpande等人（1993年，第27頁）的定義中，客戶導向是：。為了發展一個長期盈利的企業，將客戶利益放在首位，同時不排除其他利益相關者（如所有者、經理和員工）的信念。
(Slater and Narver, 1994) sees customer orientation as basically associated with customers welfare, listening to the voice of the customers and delivering service and solutions based on their best interest and wants. In recent years, several researchers have opined that organisations centering their activities on the needs of their customers perform better than those companies that do not, will more likely to meet long-term goals and increased financial performance (Homburg et al., 2002; Lytle and Timmerman, 2006; Narver and Slater, 1990). According to Darby et al.’s (1997), the level of customer satisfaction can be measured through the extent to which employees show customer service orientation.
（Slater和Narver，1994）認為，客戶導向基本上與客戶福利有關，傾聽客戶的聲音，并根據他們的最大利益和需求提供服務和解決方案。近年來，幾位研究人員認為，以客戶需求為中心的組織比那些沒有這樣做的公司表現更好，更有可能實現長期目標并提高財務業績（Homburg等人，2002年；Lytle和Timmerman，2006年；Narver和Slater，1990年）。根據Darby等人（1997）的觀點，客戶滿意度可以通過員工表現出的客戶服務導向程度來衡量。
Fornell et al. (1996, p96) highlight the significance of the relationship between customer satisfaction and perceived value. They identified three backgrounds of customer satisfaction as perceived value, perceived quality, and customer expectations. Some other literature also supports the relationship between customers’ perceived value and customer satisfaction (Hellier et al., 2003). According to (Eggert and Ulaga, 2002), perceived value can either be pre- or post-purchased as customers seek additional benefit in contrast to the cost at the time of purchase of a product or service.
Fornell等人（1996，p96）強調了客戶滿意度和感知價值之間關系的重要性。他們確定了客戶滿意度的三個背景，即感知價值、感知質量和客戶期望。其他一些文獻也支持客戶感知價值與客戶滿意度之間的關系（Hellier et al.，2003）。根據（Eggert和Ulaga，2002），感知價值可以是預先購買的，也可以是事后購買的，因為與購買產品或服務時的成本相比，客戶尋求額外的利益。
(Ambro and Praprotnik, 2008), argued that customer satisfaction is a concept that cannot be universally used as its meaning is based on different conditions and different points of view and is the result of individual customer judgments. Several other researchers of customer satisfaction have introduced different concepts and different views of organizational performance outcome. In Rust et al.’s (1996) opinion, customer service is seen to be all about perceptions. This is more so since service cannot be tested before it is sold, and can neither be stored, returned nor exchanged. Based on this, customers’ understanding of service experience and interpretation of it is the crux of the matter (Gro¨nroos, 2001; Ross, 1995).
（Ambro和Praprotnik，2008）認為，客戶滿意度是一個無法普遍使用的概念，因為其含義基于不同的條件和不同的觀點，是個人客戶判斷的結果。其他幾位客戶滿意度研究者對組織績效結果提出了不同的概念和觀點。在Rust等人（1996）的觀點中，客戶服務被認為是關于感知的。這種情況更為嚴重，因為服務在出售之前不能進行測試，也不能存儲、退回或交換。基于此，客戶對服務體驗的理解和解釋是問題的關鍵（Gro¨nroos，2001；Ross，1995）。
Wilson (2002) opined that customer satisfaction is vague and complex in nature, and is generally comprised of various components measured with different methods under different conditions. O’Neill and Palmer (2004) see customer satisfaction as a cognitive concept and as a state of the mind. Edvardsson (1996) argues that customer satisfaction is an individualistic concept which is uniquely understood by individual customers. This paves way for the assumption that customer satisfaction can be understood to be a web of psychological, social and physical variables, which is associated with the perceptions of a satisfied customer. Anderson, Fornell, and Lehman (1994) argue that customer satisfaction is first and foremost an emotional state of mind and the outcome of the long-term relationship between customers and service providers.
Wilson（2002）認為，客戶滿意度本質上是模糊和復雜的，通常由在不同條件下用不同方法測量的各種組成部分組成。O'Neill和Palmer（2004）將客戶滿意度視為一種認知概念和一種精神狀態。Edvardsson（1996）認為，客戶滿意度是一個個人主義的概念，個人客戶對此有著獨特的理解。這為客戶滿意度可以被理解為心理、社會和物理變量的網絡這一假設鋪平了道路，這些變量與滿意客戶的感知有關。Anderson、Fornell和Lehman（1994）認為，客戶滿意度首先是一種情緒狀態，是客戶和服務提供商之間長期關系的結果。
Ning-jun Zhang et al (2007) show that employees are to an extent emotionally dependent on the organization and this encourages their efforts to satisfy customers. Parasuraman, Zeithaml & Berry (1988) see customer satisfaction in terms of qualitative and quantitative elements of the service. Zeithaml & Bitner (2000) suggested a simpler definition of customer satisfaction based on the level of customer needs and expected satisfaction, which directly affects the degree of customer dissatisfaction.
張寧軍等人（2007）表明，員工在一定程度上在情感上依賴于組織，這鼓勵了他們努力滿足客戶。Parasuraman、Zeithaml和Berry（1988）從服務的定性和定量要素來看客戶滿意度。Zeithaml&Bitner（2000）提出了一個基于客戶需求和預期滿意度水平的更簡單的客戶滿意度定義，這直接影響客戶的不滿程度。
(Bolton and Drew 1991; Parasuraman; Zeithaml, and Berry 1988) opined that customer satisfaction is used to measure future customer expectations while quality measures future customer service expectation, the outcome they say is this they say is the relation between expectations and performance.
（Bolton和Drew 1991；Parasuraman；Zeithaml和Berry 1988）認為，客戶滿意度用于衡量未來客戶的期望，而質量衡量未來客戶服務的期望，他們說的結果是期望和績效之間的關系。
According to (Ambro and Praprotnik, 2008), there has been the emergence of two definitions of customer satisfaction. The first type defines customer satisfaction as an outcome of a buying experience (Westbrook and Reilly, 1983), while the second definition sees customer satisfaction as a benchmark between the actual purchase and the purchase expectations of the customer (Hunt, 1977).
根據（Ambro和Praprotnik，2008），客戶滿意度出現了兩種定義。第一種類型將客戶滿意度定義為購買體驗的結果（Westbrook和Reilly，1983），而第二種定義將客戶滿意度視為實際購買和客戶購買期望之間的基準（Hunt，1977）。
Researchers have found a strong and positive relationship between customer satisfaction and intentions to repurchase (Anderson and Sullivan, 1993; Mittal and Kamakura, 2001; Oliver, 1980). Nonetheless, the connection between satisfaction and actual loyalty behavior is still ambiguous, and the relationships that occur between satisfaction, intentions and actual behavior is still confusing (Rust et al, 1995)
研究人員發現，客戶滿意度與回購意愿之間存在著強烈而積極的關系（Anderson和Sullivan，1993；Mittal和Kamakura，2001年；Oliver，1980年）。盡管如此，滿意度和實際忠誠行為之間的聯系仍然模糊不清，滿意度、意圖和實際行為之間的關系仍然令人困惑（Rust等人，1995）
Regardless of its complexity, customers do not have any problems with the definition of satisfaction even if it is not deliberately explained (Gupta and Zeithaml, 2007). This is the reason it is so important that the management of a service organization primarily sees the customer’s point of view of the organisation’s strength that results in delivering the service that fulfils the customer’s social, personal and physical expectations regarding service quality. Service organizations must consider customer satisfaction as a key leverage point to differentiate themselves from other organisations (Gillespie et al, 2007).
無論其復雜性如何，即使沒有刻意解釋，客戶對滿意度的定義也沒有任何問題（Gupta和Zeithaml，2007）。這就是為什么服務組織的管理層主要從客戶的角度看待組織的實力，從而提供滿足客戶對服務質量的社會、個人和身體期望的服務，這一點非常重要。服務組織必須將客戶滿意度視為區別于其他組織的關鍵杠桿點（Gillespie等人，2007）。
Customer satisfaction is the outcome of his or her needs and expectations which influence the interaction with service providers and other customers. The quality of this interaction impacts customer decisions to repurchase the service, his retention and the intention of the customer to recommend to other potential customers and finally to pass on useful information about the service quality and delivery. Customer satisfaction is related to different ways of interacting with the environment. A positive recommendation is a social interaction, which is positively related to customer retention, reduces transaction costs and increases long-term profitability (Jamieson, 1994, Mackey, 2005). Word of mouth has great communication power because it is a direct transmission of customer satisfaction to other potential customers. Weinberger, Allen and Dillon (1981) and Herr et al (1991), are convinced that word of mouth is more important than information about service generated by marketing activities. The communication power of word of mouth is manifested when the service provider fails to meet the complaints of the customer or his reactions are not congruent with the customer demands. The highest importance of word of mouth is when customer reaction to the service provider is negative (Richins, 1983).
客戶滿意度是他或她的需求和期望的結果，這些需求和期望會影響與服務提供商和其他客戶的互動。這種互動的質量影響客戶重新購買服務的決策、客戶的忠誠度以及客戶向其他潛在客戶推薦的意圖，最終傳遞有關服務質量和交付的有用信息。客戶滿意度與與環境互動的不同方式有關。積極的推薦是一種社會互動，它與客戶忠誠度呈正相關，降低了交易成本，提高了長期盈利能力（Jamieson，1994，Mackey，2005）。口碑具有強大的傳播力，因為它是客戶滿意度向其他潛在客戶的直接傳遞。Weinberger、Allen和Dillon（1981）以及Herr等人（1991）認為，口碑比營銷活動產生的服務信息更重要。當服務提供者未能滿足客戶的投訴或他的反應與客戶的需求不一致時，口碑的傳播力就會顯現出來。口碑的最高重要性是當客戶對服務提供商的反應是負面的時（Richins，1983）。
The result of negative perceptions is a dissatisfied customer, who rarely decides to repurchase the service from the same provider (Newman and Werbel, 1973). The worst case is when a customer refuses to buy another service from the same provider (Fitzgibbon and White, 2007). Word of mouth is closely related to the customer intentions to repurchase the service (Gupta and Zeithaml, 2007).
負面看法的結果是不滿意的客戶，他們很少決定從同一供應商那里重新購買服務（Newman和Werbel，1973）。最糟糕的情況是客戶拒絕從同一供應商處購買另一項服務（Fitzgibbon和White，2007）。口碑與客戶回購服務的意圖密切相關（Gupta和Zeithaml，2007）。
Customer satisfaction in service industries 服務業的客戶滿意度
To survive in highly competitive markets, organisations need to provide services that yield highly satisfied and loyal customers (Westbrook and Oliver, 1991). As Nagel and Cilliers (1990, p. 4) claimed, customer satisfaction is currently “the new standard by which customers are measuring business performance”.
為了在競爭激烈的市場中生存，組織需要提供能產生高度滿意和忠誠客戶的服務（Westbrook和Oliver，1991）。正如Nagel和Cilliers（1990年，第4頁）所聲稱的那樣，客戶滿意度目前是“客戶衡量業務績效的新標準”。
Satisfied customers are more inclined to be loyal, producing several benefits for organisations (Asif and Sargeant, 2000; Hansemark and Albinsson, 2004; Reichheld and Sasser, 1990). First, repeat business generates income. Second, it limits costs related to acquiring new customers, such as advertising, promotion and start-up activities. Third, satisfied customers often “spread the good news” and recommend products and services to others. Consequently, customer satisfaction is considered to be a key to organisational survival (Jones and Sasser, 1995), as well as increased market share (Rust et al., 1992) and profitability (Heskett et al., 1994).
滿意的客戶更傾向于忠誠，這為組織帶來了一些好處（Asif和Sargeant，2000；Hansemark和Albinsson，2004年；Reichhold和Sasser，1990年）。首先，重復經營產生收入。其次，它限制了與獲取新客戶相關的成本，如廣告、促銷和創業活動。第三，滿意的客戶經常“傳播好消息”，并向他人推薦產品和服務。因此，客戶滿意度被認為是組織生存的關鍵（Jones和Sasser，1995），以及增加市場份額（Rust et al.，1992）和盈利能力（Heskett et al.，1994）。
All organisations are faced with the challenge of identifying the critical factors that determine customer satisfaction and loyalty (McDougall and Levesque, 1992). Nevertheless, the service industry has several particularities that need to be taken into account. Services are more or less intangible, their production and consumption are inseparable, and customers are – at least to some extent – active participants in their production process while service production and consumption are simultaneous (Gro¨nroos, 1982, 1988). Moreover, due to the fact that the “production process” of services involves employee-customer interaction, it is hard to ensure consistency and reliability (Haysa and Hill, 2000; Jun et al., 1998). For all these reasons, customers’ perception of the service experience is frequently the only way accurately to estimate quality level of services provided (Babakus and Mangold, 1992).
所有組織都面臨著確定決定客戶滿意度和忠誠度的關鍵因素的挑戰（McDougall和Levsque，1992）。然而，服務業有幾個特殊性需要考慮。服務或多或少是無形的，其生產和消費是不可分割的，客戶至少在某種程度上是其生產過程的積極參與者，而服務生產和消費同時發生（Gro¨nroos，1982，1988）。此外，由于服務的“生產過程”涉及員工與客戶的互動，很難確保一致性和可靠性（Haysa和Hill，2000；Jun等人，1998年）。出于所有這些原因，客戶對服務體驗的感知往往是準確估計所提供服務質量水平的唯一途徑（Babakus和Mangold，1992）。
This is probably the reason why the argument that customers are greatly influenced by their interaction with employees when assessing services provided is gaining increased recognition within the services industry (Boshoff and Tait, 1996).
這可能就是為什么在評估所提供的服務時，客戶在很大程度上受到其與員工互動的影響這一論點在服務業中越來越得到認可的原因（Boshoff和Tait，1996）。
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