cross cultural management

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番茄花园-Cross-CulturalManagement共55页PPT资料

Cross-Cultural Management
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Chap1-1
Cross-cultural management
Cross-Cultural Management
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What is Cross-Cultural Management?
CCM is a fairly new field that is based on theories and research from:
• Cross cultural management helps organization members to gain better understanding of other cultures, of their culture and of the consequences of people from different cultures working together
Cross-Cultural Management
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Chap1-3
Definitions of culture
Cross-CultuΒιβλιοθήκη al Management8
Culture
Definition: acquired knowledge that people use to interpret experience and generate social behavior.
relations with customers, companies, employees or various stake-holders in other countries…and cultures. (Global corporations) • Many employees and managers deal with people from other cultures on a constant basis • Most of us have a close experience with only one or two cultures…=>

《跨文化管理》课程教学大纲

《跨文化管理》教学大纲（理论类课程）一、课程基本信息课程编号：1411417英文名称：Cross-cultural Management教材：《跨文化管理》陈晓萍清华大学出版社授课对象：西班牙语本科开课学期：第6学期学分/学时：2/32教学方式：理论讲授、实践教学课程简介：跨文化管理研究经济全球化背景下文化对企业管理行为的影响，通过对有关理论的系统学习，使学生了解文化对企业管理行为的影响，并结合实践运用所学概念与理论来分析、解决企业国际化经营的跨文化问题。

二、课程教学目的和要求本课程的目的是让学生掌握跨文化管理学的基本研究方法，了解跨文化管理的主要内容，并且能运用跨文化管理的有关理论分析企业国际化实践中的问题。

同时通过一系列案例讨论，培养学生的分析能力、表达能力。

三、教学内容与学时分配1．跨文化管理概论（2学时）重点内容：跨文化管理学产生背景、研究对象，跨文化管理内容概述，文化对管理行为的影响。

教学方法：理论讲授课后作业：了解跨文化管理的背景和文化的影响作用2. 文化比较（4学时）重点内容：文化的概念，文化与管理，跨文化分析模式，中国文化的特征，东西方价值观。

教学方法：理论讲授；实践教学课后作业：了解跨文化的分析模式，明确中国文化和西方文化的差异3. 管理文化多样性与跨国经营（4学时）重点内容：管理文化多样性，全球化与本地化，商业习俗与管理风格比较，不同国家的商务活动实践比较。

教学方法：理论讲授课后作业：明确管理文化的多样性以及本地文化、商务活动概况4. 企业制度的跨文化比较（4学时）重点内容：企业制度，企业行为，中国的企业制度改革，美日中股份公司制度的比较，讨论如何完善中国的股份企业制度。

教学方法：理论讲授；实践教学课后作业：明确中国的企业文化和企业制度5. 跨文化沟通与有效性（6学时）重点内容：跨文化沟通模式及其影响变量，跨文化沟通的风格，跨文化沟通的障碍，跨文化沟通战略。

教学方法：理论讲授；实践教学课后作业：了解跨文化沟通模式和战略6. 跨文化激励与领导（6学时）重点内容：多元文化视野中的激励，跨文化的激励，现代工作设计，多元文化工作团队，跨文化领导风格比较，有效的全球领导者。

跨文化管理 Cross Cultural Management 英语作文

Cross Cultural Management >Cross-Cultural Management Essay:Cross-cultural management is the administration’s study to understand the influence of societal culture on managers and management practice and individual managers’ research and the organization’s cultural orientations. There are different length essays on cross-cultural management to guide you in exams, speeches and class projects. I hope you find them useful.Long and Short Essays on Cross-Cultural Management for Students and Kids in EnglishWe provide children and students with essay samples on a long essay of 500 words and a short essay of 150 words on the topic “Cross-Cultural Management” for reference.Short Essay on Cross-Cultural Management 150 Words in EnglishShort Essay on Cross-Cultural Management is usually given to classes 1, 2, 3, 4, 5, and 6.As the word suggests, Cross-cultural is studying the difference among people of different nations, backgrounds and ethnicities and the need to bridge the gap between them. According to the business terms, it means to build a gap in other culture employees at work. Globalization has taken over big and some small business houses, Cross-cultural management has become of vital importance.Studies show that employees taught to understand different cultures to have no trouble caused due to different backgrounds. The need to study and implement cross-culturalmanagement in business houses is due to the workforce’s diversity. As the market’s horizons are increasing the organizations to attain success and create goodwill in customer’s and employees’ eyes, they need to change management.The new age demands cross-cultural management. The various techniques followed are group activities, formal training about the culture difference, regular interaction with the employees—a defined set of rules and instructions to motivate the employees in the diversified environment. A team leader mustwork very hard and understand the employees to achieve the diversified firm to progress. The most significant benefit of a cross-cultural firm is the increase in the employees’ crea tivity and innovation and the products and ideas generated.Long Essay on Cross-Cultural Management 500 Words in EnglishLong Essay on Cross-Cultural Management is usually given to classes 7, 8, 9, and 10.Cross-cultural management is the management of the cross-culture differences among businesspeople of different nations and backgrounds. Cross-cultural training has improved an individual‘s relationships with host nationals and adjusts more rapidly to the new culture. The organization’s primary purpose of implementing cross-cultural management at all employees’ levels is to design a feasible organization structure and management mechanism.The crisis faced by a firm in implementing cross-cultural management are:1. The communication: The team leader’s problem is to explain different cultured people about each other and get them on the samepage. Teamwork needs all the employees to understand each other. Some cultures have various forms of working. Different cultured people should understand the environment outside the area of work. Sometimes to get to know each other, a brief understanding of culture is required as some cultures do not like small talks like Germans but straight business talks.2. Information Gaps: Everybody should have set goals and objectives clear to them. Helps in building confidence among the employees and avoids confusion. If the rules and regulations areclear, then no overlapping of tasks and hostility arises. Every work culture has a different pattern and speed of working, but the firm is fixed about how to communicate, then fewer chances of conflicts occur.3. Workstyle: All work cultures have different styles of work. Some prefer individual over group contribution while some are vice versa. If the team members understand the or ganisation’s work ethics and respect each other’s working style, achieving the desired results becomes more comfortable.4. Influences: Tensions can arise if two or three people in the same team with the same ideologies work in the same team. It is better to avoid such conflicts as regular team motivating, and other group activities initiated. Team members should be encouraged to spend time together to create trust and understanding amongst themselves. Team and group dynamics harmony is a must for progress.5. Motivation factors: As the firm has taken a step towards diversification. Similarly, they need to bring out unique and individual motivation factors for the diversified teams’ employees. Aunified motivational method used for the entire organization should not in diversified group perks and benefits motivate the employees better. Some individuals show better work spirits if appreciated individually, while some show better work skills if recognized as a group.ConclusionA unique opportunity is to manage a multi-cultured organization; the firms following it has created a brand image in international and national markets. Goodwill precedes the firm with a diverse culture, Creating creativity and innovations by the team’s employees. Asdifferent types of people will bring variety in the thought and beliefs of work, so monotonous or similarity is not a part of the group. The modern way to progress for a firm with multi-cultured talent is to tap it carefully and not miss out on the opportunity. Mostly a clear understanding and developing a straightforward way of communication is only needed to attain the common goals of progress.Cross-Cultural management 800 words in EnglishIntroductionCross-cultural management is the study in which people with different backgrounds and cultures work in the same firm. People with diversified cultures work together in harmony in an organization. There are various aspects to the concept as it is not easy to manage multicultural people.How to Manage a cross-cultural team programStatistically, a cross-cultural team performs 35% more efficient than a standard group. But to derive their best potential and tap on the best resources, the common link needs to be understood. Some managements are scared totake the risk of culturally diverse teams to hamper the industry’s outcome.Some ways to help in cross-cultural management among team membersTry to understand each member individually understand each member’s potential; it is essential to understand their skills and strengths individually before working with them. It will benefit you to steer the group better, but tapping a resource beneficial for the whole group is possible.1. Adopt flexibility: Two major areas in this sector are scheduling and decision making. Different cultures give importance to different values some are flexible, and some are linear time construct on finishing a project.2. Encourage communication: For greater efficiency; every member needs to voice their opinion. To not let any negative emotions build up as under pressure and not appreciated, members dominated by other team members or the management; it is vital to have an open conversation line. Ensure each members participation during the meeting, each andeveryone should be freely able to give the opinions.3. Motivate team-building activities: To build any relationship; it is essential to spend time together. The leader could plan special activities like happy hours, lunch, outings, team birthday parties and pantry chit chat. Communication should be encouraged during the downtime of the employee to help build stronger ties.4. Listen actively: It is essential to communicate and listen with an open mind and not form opinions based on prejudice in the office’s culture. Suppose a general notion is thereregarding a particular section’s performance in the office or the branch in another country. In that case, a good leader should try to understand that place’s work culture before forming an opinion.5. Structure of rules: It is vital to have a structured set of rules for team members to perform best to their ability. In a culturally diversified group, it becomes furthermore essential to have uniformity of norms to achieve success. While forming those rules, the cultural difference should be kept in mind.6. Resolve conflict immediately: A team leader should act as the cultural bridge between its team members and resolve any hostility directly. Waiting for long before resolving minor issues can end up into more significant issues. A team leader should be prompt in taking the decision and solving any problems.7. Create a cross-cultural awareness program: To understand different cultures of the people working together and the customers for whom the management is working. A general awareness program should be organised,including general greetings, business etiquettes and dining custom.Importance of Cross-Cultural ManagementA progressive organization to understand the need of the employees and the environment is working in diversity beliefs. As said by, Fred Luthans, ‘Diversity is the presence of members of different ages, genders, ethnic groups and educational background s in the organization.” There are people from different backgrounds in an organisation but with a common goal to achieve success, which is achieved only by cross-cultural management.1. Globalization: As more and more firms are reaching out to different countries. To understand the need of the employees working and the work environment in which the management has to work. It is vital to diversify the stream of employees in the firm to achieve success.2. Meet the competition: Diversity in the firm helps to meet the competition as the competitive market increases daily to cover higher skies and complete the match. Different people needed in the firm’s structure.3. Creativity at its best: People with same backgrounds tend to have similar ideas and relate to a problem similarly. In a diverse environment, people with different backgrounds come up with other ideas as they react differently in the same domain. The difference in the organization’s cultural climate leads to creativity development when people of different backgrounds get a healthy environment to work and respect each other. A place which encourages freedom of speech it nurtures creativity and innovation.4. Diverse market reaches: A company with a diverse environment can reach out to the better market of customers base and the needs of the everchanging market. Studies have shown that companies with diverse workforce end in higher production and better market grip. A brand image built because of the cross-cultural environment of the organization.Cross-Cultural Management ConclusionCross-cultural management is the need of all progressive organizations. An organization can maintain and achieve a diverse workforce by friendly policies like flextime, telecommuting, jobsharing, part-time job, and special care unit for small babies. However, it is not an easy job to train mindsets which have developed. To create a friendly environment among the vast cultural differences requires a set of rules and regulations following cultural differences in mind.a multicultural organization, a tolerant climate is needed.。

Cross Cultural Multinational Management and

Cross Cultural Multinational Management andthe Next Generation ofMultinational ManagersHsiu-Li Chen Ph. D. (陳綉里博士)Graduate School of International Business,Ming Chuan Univ.(銘傳大學國際企業研究所)Outlines•何謂文化？文化的要素為何？(Define culture and understand the basic components of culture)•了解文化如何影響多國籍企業之運作(Understand how various levels of culture influence multinational operations)•了解文化差異的複雜性，並利用這些差異以建構更佳的組織(Appreciate the complex differences among cultures and use these differences for buildingbetter organizations)•了解下一世代多國籍企業管理者之特徵(Identify the characteristics of the next generation of multinational managers)多國籍企業的特質(The Nature of the Multinational Company)•任何公司其營運範圍超越本國邊界(Any company that engages in business functions beyond its domestic borders )•包括大公司與小公司(Includes both large and small companies)全球化(Globalization)vs. 美國化(Americanization)•全球經濟趨勢越來越傾向無邊界與相互連結(Worldwide trend of the economies of theworld becoming borderless and interlinked.)•但非所有的經濟體都能從中獲利(Not all economies are participating or benefiting equally in the process.)•有一些「趨力」促成全球化(Important forces are driving globalization.)•了解世界經濟體及其等級(It is also important to look at classifications of the world’s economies.)What is Culture?•一種普遍眾人所接受的信念、規範、價值、以及符號(Pervasive and shared beliefs, norms, values, and symbols that guide everyday life.)•文化規範:規定與禁止的行為(Cultural norms: both prescribe and proscribe behaviors)--什麼是應該做的、什麼是不應該做的(What we should do and what we cannot do.)•文化價值:什麼是好的、美的、聖善的及什是生活的目標(Cultural values: what is good/beautiful/holy, and what are legitimate goals for life.)•文化信念:何為真實(Cultural beliefs: represent our understandings about what is true.)•文化符號，故事傳說，慣例:將規範，價值和信念與其社會成員溝通(Cultural symbols, stories, and rituals: communicate the norms, values, and beliefs of a society or a group to its members.)•文化是一種在社會中普遍流傳的現象(Culture is pervasive in society)•影響所有的生活層面(Affects all aspects of life)•不是所有的層面都易於察覺(Not all aspects are observable)霍夫斯迪模型Hofstede’s Model of Nationa l Culture基本價值之五個構面•權力距離(Power distance)•不確定性的驅避(Uncertainty avoidance )•個人主義(Individualism)•男性主義(Masculinity)•長期導向(Long-term orientation )權力距離Power Distance•文化如何看待不公平的事(Power distance concerns how cultures deal with inequality and focuses on) •高層如何決定部屬的行為(Norms that tell superiors (e.g., bosses) how much they can determine thebehavior of their subordinates)•高層及部屬為不同階級的人(Values and beliefs that superiors and subordinates are different kinds of people)高權力距離的國家•不公平基本上是好的(Inequality is fundamentally good)•每個人都應該有自己的定位、有些人較高、有些人較低(Everyone has a place: some are high, some are low)•大部份的人都應該尊從領導者(Most people should be dependent on a leader)•地位即權力(The powerful are entitled to privileges)•有權力的人不應該隱藏其權力(The powerful should not hide their power)不確定性趨避(Uncertainty Avoidance)容忍規範、價值、信念曖昧的程度(Norms, values, and beliefs regarding tolerance for ambiguity)–避免衝突(Conflict should be avoided)–疏離與特異想法的的人不應該被容忍(Deviant people and ideas should not be tolerated)–法律很重要且須被執行(Laws are very important and should be followed)–專家與權威人士常常是對的(Experts and authorities are usually correct)–一致性很重要(Consensus is important)個人主義/集體主義(Individualism/Collectivism)•焦點在個人與群體之間的關係(Focus is on the relationship between the individual and the group)高個人主義國家的規範價值信念如：–人們應對自己負責(People are responsible for themselves.)–達成個人成就是完美的(Individual achievement is ideal.)–個人在情感上不需要依靠組織或群體(People need not be emotionally dependent on organizations or groups.)集體主義國家的信念、規範和價值•個人的定位來自於群體(One’s identity is based on group membership.)•群體決策是最佳的(Group decision making is best.)•群體保護個人用以交換其忠誠(Groups protect individuals in exchange for their loyalty to the group.) 男性主義(Masculinity)高的男性主義國家具有的信念如–性別角色是很清楚的被區分(Gender roles should be clearly distinguished.)–男性是獨斷和具主導性的(Men are assertive and dominant).–男性主義/越具有男子氣概越好(Machismo/exaggerated maleness in men is good.)–男性應該要果斷(Men should be decisive.)–工作是最重要的，超越其他責任(Work takes priority over other duties.)–晉升、成功、和金錢是重要的(Advancement, success, and money are important.)長期導向(Long-Term Orientation)•儲蓄是好的(Belief in substantial savings)•投資的意願(Willingness to invest)•未來才會實現之結果的接受程度(Acceptance of slow results) •堅持達到目標(Persistence to achieve goals)•對社會關係敏感(Sensitivity to social relationships)•務實的適應(Pragmatic adaptation)Hofstede’s Model 應用到組織與管理•Hofstede’s Model 的管理實務(Management practices considered in the discussion of Hofstede’s model include)1.人力資源的管理(Human resources management)•新進人員篩選(Management selection)•訓練(Training)•評估和升遷(Evaluation and promotion)•報酬(Remuneration)2. 領導風格(Leadership styles)3. 動機假設(Motivational assumptions)4. 決策制定和組織設計(Decision making and organizational design)5. 策略(Strategy)下一個世代多國籍管理者的特徵(Next Generation of Multinational Managers: Characteristics)•全球思考(Global mindset)•有和不同背景的人一起工作的能力(Ability to work with people from diverse backgrounds)•長期觀點(Long-range perspective)•有管理環境改變和轉變的能力(Ability to manage change and transition)•能夠使組織學習與組織改變的能力(Ability to create systems for learning and changing organizations)•具有激發員工達成卓越的能力(Talent to motivate all employees to achieve excellence)•協商技巧(Accomplished negotiation skills)•願意接受海外派遣任務(Willingness to seek overseas assignments)•對他國文化的了解(Understanding of national cultures) 問題與討論。

国际商务企业社会责任CSR

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School of International Business-SWUFE
Education
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Formal education – The medium through which individuals learn many of the language, conceptual, and mathematical skills. – Supplements the family’s role in socialising the young into the values and norms of a society. – Teaches basic facts about the social and political nature of a society.
School of International Business-SWUFE
Enhancing your intercultural sensitivity -- THE CONCEPT OF CULTURE
Symbols Attitudes
Shared System
Values
Priorities Attitudes Rules
School of International Business-SWUFE
Exporting Jobs or Abusing People?
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Nestle-Powdered Milk Issue Nike (low wages, child labor and unsafe working conditions)
School of International Business-SWUFE
Ethics/CSR

跨文化管理——王朝晖

4. 考核方式

1.
闭卷考试：到课、讨论等：书面作业、案例收集、编写和分析：要求：
按时到课广泛阅读深入研究
70% 10% 20%
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3.
思考题
1. 2.
什么是跨文化管理？跨文化管理有何意义？
大多数美国人的一生（最懂得享受的是美国人）

中国啤酒市场的地区界限非常明显，各地的政府对自己的啤酒生产企业采取的是一种“地区保护主义”的政策。两个相隔只有几十公里，但隶属于不同省所管辖的城市之间，不能够彼此之间“互通有无”，将自己生产的啤酒运到另一城市销售。但是富士达已经进入了中国。在这种情况下，富士达为了适应中国的市场不得不一再修改或重新制定其业务规划。许多人认为，富士达的失误在于它没有再建立一个新的啤酒厂，但特德· 库姆克尔则不这样认为。按照他的理解，如再建立一个新的啤酒厂需要投资3亿澳元一4亿澳元，而在当时那种市场情况下，收回投资的可能性非常小。他最不期望看到的是仍然还有人在市场规模已是非常有限的情况下，再采用建立新的生产厂的战略。一旦出现这种情况，对富士达来说将是灾难性的。与富士达公司一样，许多国际性的啤酒公司都在中国市场进行了大规模的投资，而且几乎全部都是亏损的。
课程基本信息
课程名称：课程类型: 总学时：学分：适用对象: 预修课程：

跨文化管理公选课 32 2 各专业本科生国际贸易
2014年大陆企业海外并购272宗交易金额569亿美元
案例：Foster 的中国教训

在澳大利亚的富士达(Foster)公司，人们认为，特德· 库姆克尔几乎做任何事情都会是“正确的”。确实，他在澳大利亚执掌着一个被认为是最成功的饮料制造公司。按照每立升的利润率计算，他的公司的利润率是全球最高的。为了扩张公司的业务并保持公司在澳大利亚市场的可持续性竞争力，他用9 亿澳元成功地收购了一家非常著名的葡萄酒生产厂家。

跨文化管理的措施与原则(Cross cultural management measures and principles)

跨文化管理的措施与原则（Cross cultural management measuresand principles）cross culture management is also known as the cross culture management, management guru Peter. Drucker said that the multinational business enterprise is a multicultural organization, its management idea is basically a political and cultural diversity on the combination of unified management philosophy. For the implementation of international business strategy of the enterprise, often to employees especially management personnel sent abroad, so this part of the staff will be completely different from the native culture in a cultural environment to live and work. In order to let them play a proper role, must carry out cross-cultural training, the ability of intercultural communication and cross-cultural management knowledge and master the cultural differences, cultural differences bring to overcome barriers to communication and management.according to a survey of Canada, 1/3 overseas managers fail, the main reason is that multinational companies failed to pick those cultural differences through training of suitable candidates to go overseas. Cross cultural business enterprise should through effective training, training management personnel can be suitable for different cultures and have positive spirit of innovation. Therefore, the success of cross-cultural training will enable enterprises to change the traditional management unit of cultural situation, give full play to the role of cultural synergy, overcome the adverse effects of cultural diversity and cultural differences, make the enterprise highly competitive in the internationalcompetition.with words, cross-cultural management is "learn" and "sermons". Set up the China type of cultural marketing is a new trend in enterprise internationalization management art, we can not completely copy the culture of the host country, give up the advantage, Handan, can not be completely in accordance with our thinking way, we need to create a unique international model, more advanced marketing and management mode to complete our feats.through cross-cultural training, can strengthen people react to different cultural environment and the ability to adapt and promote the communication between different cultural backgrounds and understanding. Transfer enterprise common culture to the staff, the formation of enterprise strong cultural appeal and cultural cohesion. At the same time, because the world each kind of culture has its own essence, employees from different cultural backgrounds will look at the same problem with a different perspective, cross-cultural training can promote different cultural backgrounds to communicate, learn from each other. In short, Hu Yifu teachers believe that through cross-cultural training:1, transfer enterprise common culture to the staff, the formation of enterprise strong cultural appeal and cultural cohesion;2, can strengthen people react to different cultural environment and the ability to adapt and promote the communication between different cultural backgrounds andunderstanding;3, because the world each kind of culture has its own essence, employees from different cultural backgrounds will look at the same problem with a different perspective, cross-cultural training can promote different cultural backgrounds to communicate, learn from each other.in cross-cultural training, many companies have taken a lot of measures, such as Japan's Fujitsu Corporation to develop the international market, as early as 1975 on the establishment of the training center of Honolulu in the United States, opened the cross-cultural communication course, for a period of four months. South Korea's Samsung Corp will send the annual potential young manager to other countries to learn, learning plan by the students themselves. But some requirements such as companies, students can not fly, can not live a luxury hotel, in addition to improve the language ability, but also understand the country's culture and local customs and practices and so on. By this method, Samsung has trained a large number of other countries with market and international talent culture. Ge Corp in the establishment of internal business school CrotonVille School of management, former Ge CEO Jack. Welch spent two days in person to CrotonVille to his managers lectures, ten years CrotonVille became GE Global regardless of the weather, the development of the engine.why do we want to emphasize the importance of cross-cultural management training? At present,All employees of joint ventures, are faced with a problem: howto with different cultural backgrounds to achieve effective communication? On the one hand, they desire to communicate, on the other hand, some of them do not know how to cross cultural barriers, thus resulting in the following situations: because I do not know what to do and afraid to communicate, because there is no sufficient communication caused by speculation and suspicion, but if the director can not correctly deal with cultural conflict, will be emotional, irrational attitude employees caused by irrational revenge, the vicious spiral, misunderstanding more contradictions more deep, intense confrontation and conflict. Finally, because of a series of misunderstandings lead to failure. Please look at the case story: the way the answera regional Philips Lighting Company vice president of human resources (American) has the development potential and a thought China talking to employees and to listen to the staff for their future five years of occupation development planning and the desired position. Chinese staff and did not answer the question, but the company began to talk about the future direction of development, the company's promotion system, and now he himself in the organization's position and so on, did not answer the general problem of positive side talking for a long time, vice president of some be not a little bewildered before he had finished, has been impatient, because before the same things have happened several times. "I just want to know the staff for their next five years development plan, want to do what kind of position in PHILPS. Why not get a clear answer?" After the conversation, deputy general director of human resources can not help to a complain. "The foreigner deputy general how so overbearing?" Under the pressure of conversationemployees to a complaint. As a director of human resources, understand different ways of communication between the two sides caused by the barriers, although he tried to explain the two sides, but to completely eliminate the problem has been generated is not easy. So, very simple, cross-cultural management has become one of the biggest bottleneck Chinese enterprises abroad, whether it is Haier, Lenovo, HUAWEI, or TCL, are facing similar challenges. Today, there are two basic types of enterprise culture in the world: one is the U.S. enterprises as the representative of the individualism, more emphasis on individual; the other is to China enterprises as the representative of communitarianism, pay more attention to the collective. Two kinds of culture in the field of innovation is to be quite different. Limited to the enterprise system and the scale of cross culture management started late Chinese enterprises, while western multinational companies in this area have accumulated a lot of experience, and it is widely used to expand business Chinese. Hu was the teacher learned that economists who have made image at different stages of development of the country: ready to start the country like tortoise, is like a horse spare no effort to catch up with developed economy, but the development speed is slowing as the elephant.this analogy applies to enterprises, but slightly changed, most of the world's "horses" are communitarianists, as emerging Chinese enterprise; enterprise of individualism is like "elephant", a step forward to leave footprints, such as the mature European and American enterprises. In the "horse" to "transition in elephant" seems to be the enterprise facing the bottlenecks and come to a standstill, this is from Japan andSingapore enterprises who have been confirmed: unable to break through the bottleneck, the enterprises of the two countries in an embarrassing situation. China BenQ and ZTE in recent years through a series of mergers and acquisitions, to attract talents from different countries, talent management has become the crucial question of current. At this time, outstanding entrepreneurs should be a "good cook", he must not fear ", cooking talent management Tastes differ all tastes." pot "hodgepodge".experts Hu Yifu teachers said that the management mode China enterprises is the harmony between man and nature, harmony, moderation and peace. China entrepreneurs are not good at authorization in the management, management level and middle order strictly, and not too will make a decision; at the same time, because many enterprises are family enterprises, so the concept that collective interests than personal interests,The so-called communitarianists. In dealing with thecross-cultural management on this issue, Chinese enterprises will encounter many challenges in cross-cultural communication will exist a certain degree of bias, which shows that the Chinese experience in cross-cultural management deficiencies. For example, from a trivial matter can be seen between Chinese and Western culture. In the west, the boss is generally not ask employees to give up their weekend to help paint the house, because the weekend is a private time employees; and in Chinese, employees even if reluctantly, will be forced to help the boss do private live, because not to offend the boss.some students in my class to ask more, the specificimplementation and skills of cross-cultural management problems, in general, three specific measures of cross culture management: assimilation, specification and integration.1, assimilation, by means of communication to the foreign employees of identification with company's vision, enhance their sense of ownership and a sense of belonging to the company's brand and pride, enhance the basic framework of the company and working to understand the situation, to help them maximize into the company's daily operation.2, specification, is require companies to develop a clear, complete and stable company policies and norms, and to abide by all Chinese and foreign employees, standardized management.3, fusion, is to play a unique advantage of Chinese enterprise of the humanized management in reason based on the move again, for foreign employees to strengthen the humanistic care in all aspects of work, study and life, to help them eliminate strangeness, loneliness.for enterprises, the implementation of cross culture management should pay attention to the following five principles:The first is to avoid prejudice. The evaluation of enterprise culture China foreign employees may therefore mixed, in the establishment of corporate culture, and cultural leaders should be to describe things related with neutral words to learn, try to avoid or eliminate cultural prejudice. Culture is no distinction between good and bad, only and is not suitable forthe.second is inclusive of other cultures. A multinational enterprise, people from all corners of the country, from different cultural backgrounds, a modern multinational managers must learn to adapt to different and even opposite culture.third is, you do not want to. Transposition of consciousness is essential to quality culture management and the essential quality is also the cross culture management. If a multinational enterprise managers of their own cultural value system as high, adhere to self centered and not take into account the feelings of others, will lead to adverse consequences. After all, mutual respect is the most important foundation for cross cultural management, also is the premise to solve all cultural conflicts.fourth is to pay attention to details. For managers to understand other cultures, and the awareness of inclusion and respect is not enough, he also needs to know the details of other cultures, because of the small details can reflect a cross cultural management professional.fifth is to establish a win-win situation based on the core values of the enterprise's culture, to achieve a balance. This value must have the characteristics of openness, compatibility and permanence, the different cultures of different regions to be integrated, in order to adapt to the needs of local management.in short, Hu Yifu - teacher stressed in the new situation, the enterprise transnational management has become an important trend of economic development Chinese. This requires our overseas enterprises not only to understand the country or other countries with national conditions, but also in people with different cultural background when dealing with the transnational and cross-cultural management idea to apply to business operations and business negotiations, to the foreign related enterprises in various fields.。

对新加坡跨国公司跨文化管理的研究方法论综述

对新加坡跨国公司跨文化管理的研究方法论综述摘要：本文主要针对新加坡跨国公司中所存在的跨文化管理要素进行分析，并利用跨文化管理中研究跨文化要素的相关方法论对其进行具体的定性分析评论。

基于以上的研究，对这些文化要素所带来的管理问题提出可能性战略方案以尽可能规避战略环境中的多样性文化风险。

关键词：跨文化要素；跨文化管理；跨国公司abstract： this article mainly focuses on thecross-cultural issues in the multinational companies and the methodology studying the cross-cultural issues existing in the cross-cultural management. based on the research， the analysis can focus on the probably strategy to deal with these issues and minimize the multi-cultural risks in business environment.key words： cross-cultural isssues； cross-cultural management； multinational companythe methodology on studying the cross-cultural management in singapore’s multinationalsi. introductiona review of the literature and the data previous presents a clear need for further research on what are thecross-cultural issues of the employees and how to deal withthem. therefore， the main aim of this research is to find appropriate methodology to analyze the data collected by test samples， to find the cross-cultural issues， to find the relationship among these issues， to answer the research question “what are the cross-cultural issues and how to deal with them？” this study required a distinction to be made between two research methodologies， one is the quantitative method， and the other is qualitative method. the quantitative method emphasizes the data collection and processing， while the qualitative data stresses the subjective thinking and the data from the previous literature. this comparison is also based on the several typical articles which represent these contrasting views. ultimately， this study aimed to introduce the basic methods in the quantitative method in which several examples are given to prove its own usage and confines. ii.methodologybased on a critical analysis of the existing literature regarding the cross-cultural issues and hofstede’s cultural dimensions， the aim of this part is to compare the different perspectives of how hofstede’s cultural dimensions should be implemented in the cross-cultural management especially in the multinationals. this part is to provide the reader withan understanding of the methodology and relevant research philosophy， approaches and strategies， and why the methodology has been adopted， at the same time， the constraints associated with data collections and the limitations to the work will also be discussed.the research aim for this paper is to investigate the cross-cultural adaption of chinese people in singapore’s companies and identify the cultural issues that mentioned by hofstede and cultural dimensions for singapore. this aim of the study is achieved through quantitative analysis method to explore the relationships between the various variables in the communication management and cultural values， or the difference of these two types of variables existing among members of different cultural groups.a.measurescross-cultural research methods can be divided into quantitative and qualitative categories. the scholars putting qualitative methods as the main research methods believe that many quantitative studies cannot mention important research problems and are doing repeating work，while the qualitative studies can allow researchers to obtain first-hand information and then penetrate into the depth toexplore the nature of the object （david starr-glass， 2011）. however， the scholars adopting quantitative method believe that qualitative study cannot obtain the research findings with universal significance and the research findings are influenced by individual factors largely （ching-hsiang liu，hung-wen lee， 2008）.the study uses a set of criteria in data analysis. the method and criteria is the quantitative method.this research mainly adopts the quantitative method. quantitative method mainly adopts a variety of statistical tools to analyze the collecting data. this is the empirical research method what we call in the usual sense. in fact， scientific study is all empirical. the study with no research questions， no data analysis and no interpretation to the analysis result cannot be counted as scientific research.quantitative research is the most commonly used method in the research used by the international mainstream scholars and among which the divergence comparison and relationship determination are the two most important research purposes. the so-called divergence comparison is that the researchers find the similarities and difference in their behavior through comparison of the staff between two or more differentcultural groups （edward godfrey ochieng， andrew david price，2009）. this type of study takes a very high proportion of international mainstream research literature. in this divergence comparison study， scholars mainly adopt the following data analysis methods： t-test， one-way anova and manova. in a nutshell， divergence comparison is to explore and explain the influence to communicative act by cultural difference according to the difference of research object in variable average （hughes， p. c. & baldwin， j.r， 2002）. the main aim of relationship determination is to search for the relationship between communicative behavior and cultural variables. the data analysis methods mostly used in this kind of study are pearson correlation， factor analysis，confirmatory factor analysis and multiple regression. among these methods， factor analysis and confirmatory factor analysis are the mostly used by researchers in developing various kinds of measurement scales.b.data-analysis proceduresthere are several steps for the data-analysis procedures. firstly， collect all cross-cultural management articles from international journals from 2005-2011 which mainly focus on the management and cross-cultural management， besideshofstede’s cultural dimensions analysis.secondly， analyze each article from the aspect of research contents and methods. from the aspect of research contents，divide the articles into different categories such management， cross-cultural fields and hofstede’s cultural dimensions， and then distinguish and compare them. from the aspect of research methods， first， divide the articles into two major categories of empirical and non-empirical research. second， divide empirical research articles into three categories of qualitative， quantitative or mixed quantitative and qualitative.finally， after the analysis of the research contents and methods of each article， to classify the research contents and methods into different categories， quantify them，calculate the percentage， and compare to draw a conclusion about international trend in cross-cultural communication research and make an analysis.iii.conclusionthe “cross” in the cross-culture management has significant meaning， that is the meaning of belonging to or involving two or more different societies， countries. this can show that the management in the context of cross-cultureinvolves two or more different cultural backgrounds. culture is the psychological procedure formed in large numbers of people with the same education background and living experience. each kind of culture displays its specific mode of thinking and way of act. although economic globalization make people from different areas face basic similar circumstances， people can present great otherness. by looking into the underlying reasons， culture is the typical characteristics that one group presents in value beliefs，rules of conduct and social customs and habits etc. which are different from the other group （g. hofstede， 1991）. while the difference in culture is the outward manifestation of inner different features， this is represented as follows：language communication and non-language communication，different trends in political culture， difference in thinking mode and behavior pattern. it can be said that cultural difference is the underlying reason leading to the cultural conflict， and the difference can be manifested as personal conflict externally. cultural conflict has different impacts on multinationals， for example， cultural conflicts influence the harmonious relationship between multinational managers and employees from different nationsin singapore， and then generate irrational reaction， this reaction results in the loss of the multinational market opportunities and low efficiency of the organization and then makes the implementation of the multinational global strategy in trouble.references[1]fitzgerald， t. （2004）. powerful voices and powerful stories： reflections on the challenges and dynamics of intercultural research. journal of intercultural studies 25（3）， 233-243.[2]g.hofstede & michael h.bond. （1998）. the confucius connection： from cultural roots to economic growth，organizational dynamics.[3]greenland， k. & brown. （2005）. r. acculturation and contact in japanese students studying in the united kingdom. the journal of social psychology. volume：145， issue：4，pp： 373-389.[4]hughes， p. c. & baldwin， j.r. （2002）. communication and stereotypical impressions [j]. the howard journal of communication. issue：13， pp： 113-128.[5]kim， b.s.k.， brenner， b. r. liang， c. t.h.， & asay，p.a. （2003）. a qualitative study of adaptation experiencesof 1.5-generation asian americans. cultural diversity and ethnic minoritypsychology. volume：9， issue： 2， pp：156-170.[6]romualda marcinkoniene， tauno kek？le. （2007）. action research as culture change tool. baltic journal of management.作者简介：许晓霞（1988-），女，河南济源人，浙江财经学院2011级工商管理学院企业管理专业硕士研究生，从事房地产企业及项目管理研究。

lecture 1

Slide 1.5
Cultural Iceberg
5
CCM Spring 2014/Caroline Turner
Browaeys & Price, Understanding Cross-Cultural Management, 2nd Edition © Pearson Education Limited 2011
(Tayeb, 2003, p. 13)
Elements that contribute to the creation of a national
culture: – Physical environment – History of the nation Institutions that contribute to the establishment of a national culture
Slide 1.6
Levels of culture
6
National culture Culture and Nation Organizational culture Corporate culture Professional culture
CCM Spring 2014/Caroline Turner
What is culture / not? Culture is a code of attitudes, norms and values, the way of thinking Culture determines: – How we see ourselves – How we see the world Culture is relative – no “right” or “wrong” culture, no “superior” cultural group or worldview

跨文化管理(复习)

（3）不确定性回避（对事物不确定性的容忍程度）：
要区分不同领域
（4）事业成功与生活质量（追求物质还是强调人际和谐）
– 前者-自信追求金钱和物质，不关心别人；后者-注重生活质量
（5）长期与短期导向（着眼于现在还是放眼于未来）
个体主义-集体主义理论（蔡安迪斯）
– 认为个体主义-集体主义不是一个维度的概念，也不是两个维度，而是一个文化综合体，包括许多面。 – 该理论用来描述个体的文化导向而非国家或民族的文化导向。 – 从五个方面进行分析：
• 文化差异导致语言不对应
– 也许我们很多人都会简单地认为，除了语言符号不同以外，每个人几乎都是用相同的方式但实际上并不是那么一回事。人们如何思考、如何说话在很大程度上由文化决定的。比如，汉语的称谓语词很丰富，仅就父母一辈的称呼就有伯伯、叔叔、姑夫、姨夫、舅父，伯母、婶母、姑妈、姨妈、舅妈等等。而英语只有uncle 和aunt概括上辈男性亲属与女性亲属。
• 文化学的奠基者泰勒的名著《原始文化》里给文化下了一个经典的定义： “所谓文化，就其广泛的民族志的意义上来说，是知识、信仰、艺术、道德、法律风俗及任何人作为社会成员而获得的所有能力和习惯的复合的总体。”
文化的定义
–广义来说，文化是由人类创造的，经过历史检验沉淀下来的一切物质财富和精神财富的总和。
3、个人态度和社会规范决定个体行为时的相对重要性
– – 个体主义社会，行为动因主要来自于自身对该行为的态度和兴趣集体主义社会，行动原因主要是自己对他人可能将有的看法的认知。常常不知不觉成为社会规范或社会流行的牺牲品。易将行为做外部归因，如贪污腐败
4、完成任务和人际关系对个体的相对重要性
– 个体主义-完成任务-显示能力 – 集体主义-任务是建立人际关系的工具-自我概念依赖于他人评价-良好人际关系成为个人存在的目的

CH1 跨文化管理

► Schwartz
and Davis (1981) - Culture is a pattern of beliefs and expectations shared by the organization’s members. ► Mintzberg (1989) - Culture is the traditions and beliefs of an organization that distinguish it from others. ► Hoy and Miskel (1991) - Culture is shared orientations that hold the unit together and give a distinctive identity.
►
Source: Fitzsimmons and Fitzsimmons (2006): Service Management .. Fifth Edition p. 200.
2. 企业文化的要素企业环境: 指企业经营所处的极为广阔的社会和业务环境，包括市场、顾客、竞争者、政府、技术等状况。企业价值观: 价值主体在长期的工作和生活中形成的对于价值客体的总的根本性看法，是一个长期形成的价值观念体系。英雄人物：整个企业或部门中应当被学习并能体现和倡导某种企业文化和企业价值观的典型和榜样。
2. 文化的冰山比喻: 这个比喻把文化看成是由两部分组成, 显性部分, 即浮在水上的可视部分; 隐性部分, 藏在水下的不可视部分.
第二节文化差异
一.
1.
北美洲文化美国文化美国是个多元文化社会，是一个高度实用主义的国家，强调利润最大化、组织效率和生产率。
► 美国主流文化的特点

cross cultural management

Executive Development ProgrammeOnCross-Cultural ManagementDate: 25 -27 February 2011Venue: Department of Humanities & Social Sciences, IIT KharagpurOrganized byDepartment of Humanities and Social SciencesIndian Institute of Technology KharagpurKharagpur-721302 West Bengal, IndiaPrincipal Coordinator: Dr Rabindra Kumar Pradhan, Assistant Professor of Psychology Co-coordinator: Dr. Vijai N Giri, Professor of Communication StudiesIntroduction: Cross-Cultural management is an emerging field of study in today’s’ management education both at undergraduate and post-graduate level. It imparts education on cross-cultural social relations at work, and provides an evaluation of existing and emerging frameworks for understanding differences and similarities and the ways they affect workplace activities, attitudes and behaviours. In today’s world, we all are living in a global village. In order to keep pace with inter-cultural interactions, peace, prosperity, and harmony at workplace, the new generation manger need to master global workplace competencies otherwise known as cross-cultural or intercultural competencies. The main focus of cross-cultural management is on the management of workforce diversity and how this diversity could be used as a means of obtaining a competitive edge. This course is designed with an aim to impart knowledge and skills and competencies of cross-cultural management to emerging professional who are likely to take up assignments in multinational corporations (MNC) or who are already working as executives in MNCs.1Objective: The objectives of this course are¾To appreciate the importance, emergence, and scope of the concept of cross-cultural management¾To elucidate and elaborate on different theories and approaches of cross-cultural management¾To understand the role of cultural and non-cultural factors in the field of global management¾To learn how to identify and measure cross-cultural competencies for effective global business.¾To impart training on developing global manager for tomorrow organizations.Course Content: Concept, Theories and Models of Cross-Cultural Management; Understanding Culture; Appreciating Values Across Culture, Culture & Organization Structure; Inter-Cultural Communication; Negotiation & Conflicts in Organizations, Prejudice & Discrimination at work; Racism: Aggression & Violence; Leadership; Motivation & Exchange; Cross-Cultural Competencies: Assessment & Feedback; Cultural Intelligence, Emotional Intelligence, Ethics & Moral Competencies; Diversity & Synergy in Management; Corporate Social Responsibility, Culture & HRM Practices; Corporate Governance: A Global Perspective; Games People Play; You are OK- I am OK.Pedagogy: Lecture, Discussion, Case Study, Demonstration, Role Plays, Games, Simulation, Structured Exercises, Audio-Visual Clips, etc.Target Participant: Executives at all levels from Industry; Teachers, Students, and Research Scholars from Academics; Executives from NGO’s, Govt. and Semi-Govt. Organizations; Professionals and Private practitioners having interest in cross-cultural training activities. Educational Qualification: Minimum GraduationFaculty: Expert Faculty from IIT Kharagpur, and reputed institutes and industry. Certification: Each participant will receive Certificate from IIT Kharagpur dully signed by the Dean, Continuing Education, IIT Kharagpur and the Coordinators of the Course.2Course Fee: Rs. 7,500/- (Individual Sponsorship), Rs. 10,500/- (Industry/Organizational Sponsorship)How to Apply: Eligible and interested candidates may apply their candidature to the Principal Coordinator on the following address by filling the Application Form accompanied by a Demand Draft of the Course Fee made in favor of ‘CEP-STC, IIT KHARAGPUR’, payable at Kharagpur.Important DatesLast date for receiving of Application Form: 15 Feb 2011Confirmation of participation to the course: 17 Feb 2011Course Date: 25-27 Feb 2011***Change of nomination (participants’ names in the approved candidature form) is allowed for Industry/Organizational members.Mailing AddressDr. Rabindra Kumar PradhanPrincipal Coordinator – EDP on Cross-Cultural ManagementDept. of Humanities and Social SciencesIndian Institute of TechnologyKharagpur – 721302, West Bengal, India.Ph: +91-3222-282346(0), 282347(R)Fax: +91-3222-282280/255303Mob: +91 -94347 03900Email: rkpradhan@hss.iitkgp.ernet.in/rabi_pradhan@3Application FormExecutive Development ProgrammeCross-Cultural Management(25-27 Feb 2011)Indian Institute of Technology Kharagpur: __________________________________________2.Designation: ______________________________________ of the Institution/Organization: ________________________4.Address for Communication: _____________________________5.Highest Academic Qualification: ___________________________6.Phone No: _________________(O)___________________(R)7.Mobile No: _______________________________________8.Fax No: _________________________________________9.Email: __________________________________________10.Details about the Demand Draft: Bank name, Draft number & Date, Amount (In Rupees)_________________________________________Applicanttheof Date: SignatureApproval for Candidates/SponsorshipWe approve the above applicant as a candidate/sponsor the above applicant for the short-term course on “Cross-cultural Management”, to be conducted during 25-27 February 2011.ofseal Date:and SignatureAuthorityApproving/Sponsoring4About the CoordinatorsDr. Rabindra Kumar Pradhan is Assistant Professor of Psychology in the Department of Humanities and Social Sciences, Indian Institute of Technology (IIT) Kharagpur, India. His areas of specialization are Social and Organizational Psychology, positive Psychology, Industrial Psychology, Personnel Selection and Training, Psychological Testing and Measurements, Organizational Behaviour, and Human Resource Development and Management. Prior to his joining in IIT Kharagpur, He served as a Research Scholar and later as a Scientist in DRDO at Defence Institute of Psychological Research, Govt. of India, Delhi for about 10 years. He has more than 12 years of experience in the field of research training, and teaching in the above mentioned fields. He has trained more than 500 hundred defence personnel, scientists, managers and academicians in the field of OB, HR and organizational psychology. He is one of the awardees of DRDO Senior Research Fellowship (SRF) for Doctoral research and also one of the recipients of DRDO Technology Group Award (2003). Dr. Pradhan is a member of various professional organizations such as International Association of Applied Psychology, Indian Society for Training and Development, National Academy of Psychology, India, Indian Academy of Applied Psychology, and Indian Science Congress Association. He has more than 20 publications in referred journals and books. His recent book (2008) on “Emotional Intelligence: Perspectives in Organizations” has received wide attentions from scholars in academics and practitioners in various fields.Dr. Vijai N. Giri is Professor of Communication Studies in the Department of Humanities & Social Sciences, Indian Institute of Technology, Kharagpur. He joined this Department in 1984 and has been teaching to undergraduate, postgraduate, MBM and Ph.D. students. He is the recipient of National Merit Scholarship, ICSSR Doctoral Thesis Publication Award, New Delhi, and the prestigious German Academic Exchange Service (DAAD) Long-Term-Fellowship. Under DAAD-Programme he visited Germany several times to conduct his research work in the area of communication. Dr. Giri has supervised five Ph.D and several M.Tech students. He presented papers and chaired sessions in a number of national and international conferences. He has published a book, eight book chapters, and more than thirty five papers in national and international refereed journals. He was on the editorial board of “Communication Theory” published by International Communication Association, USA and “Encyclopaedia of Communication Theory, Sage, USA. He has worked as ad hoc reviewer for several international journals. Dr. Giri organizes short-term training programmes on Developing Interpersonal Communication Strategies for college teachers and middle level managers. His current research interests include intercultural communication, interpersonal communication, organizational communication, communication styles, conflict resolution and negotiation.5。

外派人员管理

• An Expatriate Manager is one who manages people outside her/his home country
• Expatriate Management Assignments are usually relatively short – one to five years
Parent-Country Nationals
• Understand HQ culture and communicate well with it
• Understand company global objectives • Highly trained in latest technology BUT • Don’t know local culture • Expensive • Numbers may be restricted by local government
Reasons for Failure in US expatriate assignments (Tung 1987)
• Inability of manager’s spouse to adjust • Manager’s inability to adjust • Other family-related problems • Manager’s personality or emotional immaturity • Manager’s inability to cope with new responsibilities
• Polycentric:
– Recognises differences in local cultures; develops HCNs as soon as possible

国际人力资源管理名词解释

国际人力资源管理（International Human Resource Management）是在人力资源管理学的基础上，加入跨文化（cross-cultural）和跨国际的因素。

它是指在全球范围内，根据企业发展战略的要求，有计划地对人力资源进行合理配置，通过对企业中员工的招聘、培训、使用、考核、激励、调整等一系列过程，调动员工的积极性，发挥员工的潜能，为企业创造价值，确保企业战略目标的实现。

国际人力资源管理涉及到不同文化背景以及跨国公司、各国企业中的人力资源管理问题。

它需要处理和解决各种复杂的文化差异和国际差异问题，包括不同国家的劳动法规、薪酬制度、员工福利、组织文化、沟通方式等方面。

国际人力资源管理的主要目标是确保企业在全球范围内实现人力资源的最优配置，提高企业的综合竞争力。

它需要关注全球范围内的人力资源管理趋势和挑战，并制定相应的策略和措施来应对这些挑战。

同时，国际人力资源管理还需要协调和管理跨国公司或国际业务中的人力资源问题，如跨文化沟通、员工培训和发展、绩效评估和激励等。

总体而言，国际人力资源管理是人力资源管理领域的一个分支，它强调的是在全球范围内管理和优化人力资源，同时处理和解决各种跨文化和跨国际的人力资源问题。

呈美公司跨文化管理问题及对策研究_中国跨文化管理存在哪些问题

呈美公司跨文化管理问题及对策研究_中国跨文化管理存在哪些问题摘要在世界经济一体化趋势下, 公司跨国经营已变成经济发展中常见的经济模式, 但是大多数跨国公司在在开展跨地区以及跨国活动的时候都面临了同样的难题——跨文化管理。

调查证明公司在跨国家并购中，超过八成的并购未达到预期目标, 其中七成的跨国并购失败于并购后的跨国文化整合。

本文中呈美公司是一家典型的中美跨国公司，中美两国都有研发销售团队，在公司运营和管理过程中出现了很多文化冲突与管理问题，导致公司效率低下，跨国合作进展困难。

跨文化管理的为企业对多元化文化的管理，即怎样对企业里各异的文化进行科学的处理以及看待，怎样让跨国企业内部各种形式的文化都可以相互融合，协调合作，如此实现最好的增值效应。

跨文化管理是公司取得成功的必要条件。

公司必须充分发挥和利用不同文化的优势；引导促进企业文化的发展。

本论文通过对企业跨文化管理的概念剖析、案例分析及策略探究,为跨国企业开展有效合理的跨文化管理提供建议。

关键词：跨文化管理；文化差异；文化冲突；策略研究Abstract In the form of global economic integration, the transnational operation of enterprises has become the most common economic model in the world＇s economic development. However, almost all transnational corporations have encountered the same problem, Cross-Cultural Management, when they are engaged in transnational and trans-regional business operations. Data show that more than 80% of mergers and acquisitions in cross-border mergers and acquisitions did not achieve the expected goals, of which 70% of the cases failed to post-merger cultural integration. In this article, ChengMei is a typical multinational corporation in China and the United States. Both China and the U.S. have R&D and sales teams. There are many cultural conflicts and management problems in the operation and management of the company, resulting in inefficiency and cross-border cooperation. Cross-cultural management is the management of multi-cultural enterprises, but also how to correctly understand and treat the different cultures in the enterprise, how to make the different forms of culture within the company accommodate each other, live in harmony, co-ordination and cooperation, resulting in greater positive value-added effect. Cross-cultural management of enterprises is the basic condition for the success of multinational corporations. Enterprises must adopt innovative cross-cultural management strategies because of their different cultural backgrounds; establish correct concepts of cross-cultural management; identify cultural differences; respect individual characteristics of different cultures; promote communication and exchange among different cultures; and fully make full use of the advantages of different cultures and guide and promote the development of different cultures. Through the concept analysis, case study and strategy exploration of cross-cultural management of ChengMei, the thesis provides suggestions for multinationals to carry out effective and reasonable cross-cultural management. Keywords: Cross-Cultural Management;Cultural Differences;Cultural Conflicts; Strategic Studies 目录摘要I Abstract II 1 绪论1 1.1 研究背景1 1.2 研究的内容 1 1.3 研究意义2 2 文献综述及理论基础 4 2.1 文献综述 4 2.2 跨文化管理理论基础8 3 呈美公司跨文化管理现状及剖析18 3.1 价值观念多元化18 3.2 企业员工矛盾的行为方式18 3.3 经营环境复杂化18 3.4 企业重视不够19 3.5 文化的优越感19 3.6 语言障碍引起的沟通误会19 3.7 宗教信仰与语言习惯的不同19 3.8 发展模式的冲突20 3.9 行为方式的冲突20 3.10 管理方法的冲突20 3.11 激励手段的冲突20 3.12 组织沟通方式的冲突20 3.13 决策过程的冲突20 3.14 思维方式的冲突21 4 呈美公司跨文化管理问题的对策研究22 4.1 充分认识文化差异22 4.2 适应文化差异和利用文化差异23 4.3 加强企业文化整合能力23 4.4 适当进行跨文化培训工作24 4.5 提高人力资源管理水平26 4.6 妥当处理子母公司的关系27 4.7 谨慎选择外派管理人员27 4.8 不断提高企业员工的跨文化智商28 4.9 建立共同价值观29 4.10 本土化战略29 5 总结与展望30 5.1 总结结论30 5.2 不足与展望30 参考文献31 致谢32 附件1：开题报告附件2：文献翻译(中、英文) 1 绪论1.1 研究背景如今，世界经济一体化的进程发展迅速，企业国际化成为了必然的趋势。

cross cultural management

番茄花园-Cross-CulturalManagement共55页PPT资料

《跨文化管理》课程教学大纲

跨文化管理 Cross Cultural Management 英语作文

Cross Cultural Multinational Management and

国际商务 企业社会责任CSR

跨文化管理——王朝晖

跨文化管理的措施与原则(Cross cultural management measures and principles)

对新加坡跨国公司跨文化管理的研究方法论综述

lecture 1

跨文化管理(复习)

CH1 跨文化管理

cross cultural management

外派人员管理

国际人力资源管理 名词解释

呈美公司跨文化管理问题及对策研究_中国跨文化管理存在哪些问题

国际商务企业社会责任CSR

国际人力资源管理名词解释