the employees are motivated to work as teams.
任务文化：拥有或遵循通过团队努力完成任务的文化的商业组织或公司更倾向于目标实现。根据Bailey，任务文化强调共享共同目标和业务目标。在这种类型的文化中，员工有团队合作的动力。
Person culture: The Company in which people working there do not bother about whether the objectives or purposes of the organization are met or not and primarily and only their personal desires are their focal points possesses a person culture. When there is nothing that the employees have to expect any kind of betterment working hard for the company, this type of culture takes place in the business organization. Employees just come to the company for their salary and accomplishing their personal interest.
个人文化：在公司工作的人不关心组织的目标或目的是否得到满足，主要是他们的个人欲望是他们的焦点，公司拥有个人文化。当员工不必期望为公司努力工作会有任何改善时，这种文化就会在商业组织中产生。员工来公司只是为了他们的薪水和实现他们的个人利益。
Role culture: Organization possessing this type of culture where the employees are given the right combination of duties and authority aligning with their job position in the organization and basing on their qualifications and experience as well (“Management Theory of Charles Handy”, 2011). Employees within this type of culture are empowered with the authority given to them for choosing their own ways to solve any issue or accomplishing any task as well.
角色文化：拥有这种文化的组织，根据员工在组织中的工作职位，并根据他们的资质和经验，赋予员工正确的职责和权力组合。这类文化中的员工有权选择自己的方式来解决任何问题或完成任何任务。
Comparison between Hofstede’s and Handy’s models of culture 霍夫斯泰德与汉迪文化模式之比较
The two models of organizational culture describe two issue relating to the culture of a particular work environment or company. The first one provides six types of dimensions on which the nature of culture is understood but the later one describes types of culture that a company might possess either of them.
组织文化的两个模型描述了与特定工作环境或公司的文化有关的两个问题。第一个维度提供了理解文化本质的六种维度，但后一个维度描述了公司可能拥有的文化类型。
The objective of these two models are also different. For example, the Hofstede’s model is used to understand the culture of a particular organization through analyzing six set of attributes discussed in the previous task. But, Handy’s model of culture is used for knowing why an employee is working within a particular business organization as highlighted by (“Types of Organizational Culture”, 2016).
这两个模型的目标也不同。例如，Hofstede模型用于通过分析前一任务中讨论的六组属性来理解特定组织的文化。但是，Handy的文化模型被用来了解员工为什么在特定的商业组织中工作，正如“组织文化类型”所强调的那样。
Also, according to Hofstede a culture can be measured positive or negative analyzing the score in the six indices accomplished by the particular business organization as cited by (Hofstede, Hofstede, & Minkov, 2010). But, Handy’s model of culture analyzes which type of culture does the business organization specifically possessing at present.
此外，根据Hofstede的说法，文化可以通过分析特定商业组织完成的六项指标中的得分来衡量为积极或消极。但是，Handy的文化模型分析了企业组织目前具体拥有哪种类型的文化。
We have selected a single issue- “enhancing gender balance in Nestle” to apply any of the cultural model within the Organizational culture of Nestle to overcome the challenges of confronting the issue. The Hofstede’s model of culture doesn’t involve any dimension relating to gender equality in the workplace environment where the Handy’s model of culture presents the role culture types which only focuses on qualification and education of the employee beyond gender disparity. So, we will utilize the Handy’s model of culture and apply this on the issue facing by Nestle at present.
我们选择了一个单一的问题——“加强雀巢的性别平衡”，在雀巢的组织文化中应用任何文化模式，以克服面对这个问题的挑战。霍夫斯泰德的文化模式不涉及与工作环境中的性别平等有关的任何维度，而汉迪的文化模式呈现的角色文化类型只关注员工的资格和教育，而不是性别差异。因此，我们将利用汉迪的文化模式，并将其应用于雀巢目前面临的问题。
According to Charles Handy, there are four types of cultures from which any one of these types of culture can be seen in a particular business organization. Among these four types of culture described in the previous part of this assignment such as power, role, task and person culture, we are to use the role culture in case of Nestle. Because, we are responding to the issue of enhancement of gender balance within Nestle and we will emphasize on this type of culture to give some recommendations that the company might follow to adopt in order to
