Generally, the culture of any firm can be described as principally action-orientated, people-orientated or system-orientated. That is to say, the behavior that the managers exhibit tends to emphasise one of these three approaches to leadership and management.
通常来说，任何公司的企业文化通常主要被描述成行为导向，以人为中心或系统导向。那就是说，管理者的行为倾向于强调这三种领导和管理方式中的一种。
In successful firms where leadership is action-orientated, the culture is generally driven by one or a handful of managers who present a strong vision for the firm and lead by example. The emphasis is on getting things done, on driving for change.Such leaders constantly infuse energy throughout training that emphasises individual action, showing initiative, taking considered risks and stressing individual output and results. It is a dynamic culture that rests on individuals being motivated to rise to the challenges of the business and being willing to take on responsibilities, often beyond what is considered their normal role.
在那些领导力以行为导向的成功的公司里，企业文化通常是以一个或少数管理者驱动的，他们表现出对公司表现出了强有力的愿景，并以身作则。重点是完成工作，推动变革。这样的领导者通过培训过程中不断注入能量，强调个人行动，显示主动性，承担考虑过的风险和强调个人产出和结果。这是一种充满活力的企业文化，其基础是个人愿意被激励去迎接业务挑战，并愿意承担更多的责任，经常超越他们通常的职责范围。
The downside is that the approach can be somewhat "one-sided", overlooking the need for systems to handle routine matters, and taking for granted that people are all driven by a sense of challenge. It can result in the strong and quick riding roughshod over the more considered and thoughtful. When overdone, action-orientation becomes "flare" behavior, insensitive to differences in situations and people.
不好的一面是这种方法有些方面是“单方面”的，忽视了系统中处理日常事务的需求，并且理所当然的认为员工都能被这种挑战感所驱使。它会导致对更为细致周到方式的强烈而且快速的肆意践踏。如果做过头了，行为导向就会变成“过激”行为，对情况和人员的差异不敏感。
Successful people-orientated cultures derive from leadership that trains people to be ready to take responsibility and then invests them with it. Such firms delegate responsibility down as far as possible. They are not the "do it, check it, recheck it, double-check it and then check it again to be sure" types of cultures. They empower trained people and trust them to build quality in. They ask people to make decisions and expect them to do so. If the decisions prove wrong, the experience is used as the basis for learning rather than for criticism or punishment. They emphasise commitment and mutual support, reinforced through training that focuses on how and when to delegate responsibility, on understanding and recognising that people are not all the same, learning how to get the best out of everyone.
成功的以人为中心的企业文化源于这样一种领导方式，培训员工做好承担责任的准备，然后对其进行投资。这样的公司尽可能的将责任下放。他们不是“执行，检查，重新检查，再次检查然后再检查确保”这种类型的企业文化。他们授权训练有素的员工，并信任他们建立质量体系。如果这些决定证明是错误的，那么错误的经验将作为学习的基础，而不是批评和惩罚。他们强调承诺和互相支持，并通过正对以下方面的培训得到加强:侧重于如何和何时下放责任，了解和认识到员工并不相同，学习如何发挥每个人的最佳能力。
However, people-orientated cultures are not warm and cuddly. They respect people, support them and develop them- but they expect them to perform. If people fail to live up to expectations after proper training investment, appropriate steps are taken. The downside of people-orientated cultures occurs when responsibility is not appropriately delegated. Insufficient challenge for bright, trained people leads to poor performance. Equally, giving people more than they can handle without properly preparing them, and without providing adequate support if they initially falter, leads to the same result.
然而，以人为中心的企业文化不总是温暖和可爱的。他们尊重人，支持人，发展人-但是他们期待他们表现出色。如果员工在适当的培训投资后没有达到预期，就会采取适当的措施。以人为中心的文化的负面影响发生在责任没有适当授权时候。对聪明，受过培训的人挑战不足会导致员工表现不佳。同样的，给员工超出他们能力范围的东西，而没有给他们适当的准备，如果他们一开始就步履蹒跚，不提供足够的支持，也会导致同样的结果。
Suceessful system-orientated cultures focus on trying to deal systematically with recurring problems and situations. Basically, they have their feet on the ground; in most organisations, 80% of what is done is routine, and the system-orientated firm knows this. So its procedures handle the routine, leaving managers to use their energy on that 20% of the work that needs their expertise.
成功的以系统为导向的企业文化侧向于尝试系统的处理重复问题和情况。基本上，他们是脚踏实地的；在大多数公司里，80%的工作是常规工作，同时系统为导向的公司知道这一点。因此，系统程序处理常规工作，留给管理者使用他们的精力去处理需要他们专业知识的20%的工作。
The essence of a successful system-orientated culture is its ability and willingness to constantly question its systems. Such organisations tend to have strong corporate cultures, and people have to buy into them before being given the right to question and criticise. But given that, every process is up for evaluation and improvement. The rule book really matters, but it is not cast in stone. Away from the rule book, initiative is a key characteristic, but it is initiative in a strong team environment. People consult where possible and take individual decisions only when it is not.
成功的系统为导向的企业文化的本质是他不断质疑系统的能力和意愿。这样的公司倾向于有很强大的企业文化，人们必须先接受他，然后才有收到质疑和批评的权力。但是考虑到这一点，每个程序必须评估和改进。规则手册很重要，但并非一成不变。除了规则手册，主动性是一个关键特质，但是他是在一个主动性环境中的主动性。人们在可能的情况下咨询，只有在不可能的情况下才做个人决定。
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