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企業(yè)設計或要求職業(yè)裝的注意事項

來源：http://fyuh.cn 日期：2021-07-26 發(fā)布人：

1,、體現出企業(yè)的文化特征：

1. Reflect the cultural characteristics of the enterprise:

企業(yè)文化在載體形式上分為：

The carrier form of corporate culture is divided into:

表層（物質）文化：環(huán)境風格,、產品/服務風格,；

Surface (material) culture: environmental style, product / service style;

中層（制度）文化：行政管理制度,、人力資源體系制度,、激勵制度和約束制度,；

Middle level (institutional) culture: administrative management system, human resource system, incentive system and restraint system;

深層（行為）文化：活動,、認可,、影響、傳承,；

Deep (behavioral) culture: activity, recognition, influence and inheritance;

核心（精神）文化：價值觀體系,、企業(yè)精神、道德規(guī)范,；

Core (spiritual) culture: value system, enterprise spirit and ethics;

在設計職業(yè)裝或工服時,，需要多維度的考量企業(yè)文化的不同層次要求。

When designing work clothes or work clothes, we need to consider the requirements of different levels of corporate culture from multiple dimensions.

2,、在執(zhí)行職業(yè)裝要求時,，要嚴格管制：

2. When implementing the requirements of professional wear, it is necessary to strictly control:

職業(yè)裝要求，與企業(yè)文化一樣,，有著正負兩面的激勵,，同樣也是企業(yè)凝聚力的體現。

Like the corporate culture, the requirements of professional wear have positive and negative incentives, which is also the embodiment of corporate cohesion.

企業(yè)凝聚力強,，則促進作用明顯,。企業(yè)凝聚力弱，則負面作用明顯,。

If the enterprise cohesion is strong, the promotion effect is obvious. If the enterprise cohesion is weak, the negative effect is obvious.
濟南職業(yè)裝

作為執(zhí)行者,，

As an executor,

A、我們只能堅決執(zhí)行公司的要求,；

A. We can only resolutely implement the company's requirements;

B,、我們要明白，員工是需要被管理的,，習慣的養(yǎng)成也是需要被約束的,。當這種抵抗情緒慢慢變?yōu)榱晳T時，促進作用就占據了優(yōu)勢,。

B. We should understand that employees need to be managed and the formation of habits also needs to be constrained. When this resistance gradually becomes a habit, the promotion takes advantage.

C,、對于許多企業(yè)而言，結果難以控制,，再不控制,、控制行為，管理者還能做什么呢,？特別是這類有益處的管理動作,，執(zhí)行者更要支持。

C. For many enterprises, the results are difficult to control. What else can managers do without controlling and controlling behavior? Especially for this kind of beneficial management action, the executor should support it.

D,、懶,、散、慢、拖,、瞞,，正在慢慢成為一種標志性的職場毒瘤。要解決這些問題,，更有效的方法就是要獎懲明確,、行為約束、精神洗禮,、梳理規(guī)范,。

D. Laziness, slackness, slowness, procrastination and concealment are slowly becoming a symbolic workplace cancer. To solve these problems, the most effective way is to have clear rewards and punishments, behavioral constraints, spiritual baptism, sorting and standardization.

當前職場中，甚社會環(huán)境中,，都在充斥著一種新的價值判定標準：一切以結果為準,。

At present, the workplace and even the social environment are full of a new value judgment standard: everything is subject to the result.

這個觀點本身是正向的，但如果在實施的過程中,，只看結果,，不管過程，那這就不是價值創(chuàng)造了,，而是典型的投機主義,。

This view itself is positive, but if we only look at the results and ignore the process in the process of implementation, it is not value creation, but typical opportunism.

很多看來正確，卻充滿矛盾的現象（包括人力資源管理）也都因此而生,。

Many seemingly correct but contradictory phenomena (including human resource management) are also born.

企業(yè)多為結果付費,，卻少為結果負責的事情并不少見。

It is not uncommon for enterprises to pay more for the results but be less responsible for the results.

投機如同賭博,，久賭必輸,。也令很多失業(yè)的員工，一下子從“人才”變成了“人流”,。

Speculation is like gambling. If you gamble for a long time, you will lose. It also makes many unemployed employees suddenly change from "talent" to "flow of people".

規(guī)范是好事,，企業(yè)規(guī)范員工，市場規(guī)范企業(yè),，政府規(guī)范市場,，百姓規(guī)范政府。這個圈,，還是要跑完的,。

Standardization is a good thing. Enterprises regulate employees, the market regulates enterprises, the government regulates the market, and the people regulate the government. This circle still needs to be finished.

以上就是今天小編帶給大家的精彩內容，濟南職業(yè)裝不斷深化自身的實力,，不斷的提高質量,，做好公正，歡迎大家在網站上點擊購買：http://fyuh.cn

The above is the wonderful content that Xiaobian brings to you today. Jinan professional wear continues to deepen its strength, continuously improve its quality and do a good job in price justice. Welcome to click to buy on the website: http://fyuh.cn

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企業(yè)設計或要求職業(yè)裝的注意事項

來源：http://fyuh.cn 日期：2021-07-26 發(fā)布人：

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