跨文化管理-cross-culture management-presetation-F
跨文化管理
跨文化管理（Span-Culture Management）什么是跨文化管理[1]跨文化管理又称为“交叉文化管理(Cross Cultural Management)”，即在全球化经营中，对子公司所在国的文化采取包容的管理方法，在跨文化条件下克服任何异质文化的冲突，并据以创造出企业独特的文化，从而形成卓有成效的管理过程。
其目的在于在不同形态的文化氛围中设计出切实可行的组织结构和管理机制，在管理过程中寻找超越文化冲突的企业目标，以维系具有不同文化背景的员工共同的行为准则，从而最大限度地控制和利用企业的潜力与价值。
全球化经营企业只有进行了成功的跨文化管理，才能使企业的经营得以顺利运转，竞争力得以增强，市场占有率得以扩大。
企业进行跨文化管理要树立正确的观念首先开展全球化经营的企业必须承认并理解各国之间文化差异的客观存在，要重视对他国语言、文化等的学习和了解。
这是增强跨文化管理能力的必要条件。
理解文化差异有两层含义：一是理解东道国文化如何影响当地员工的行为；二是理解母国文化如何影响企业派去当地的管理人员的行为。
对于不同类型的文化差异需要采用不同的措施去克服。
如：因管理风格、方法或技能的不同而产生的冲突可以通过互相传授和学习来克服；因生活习惯和方式不同而产生的冲突可以通过文化交流来解决……。
只有把握不同类型的文化差异才能有针对性地找出解决文化冲突的合宜办法。
其次，要辩证地对待文化差异，在看到其不利一面的同时还应看到其有利的一面，并恰当、充分地利用不同文化所表现的差异，为企业的经营发展创造契机此外，要充分认识到跨文化管理的关键是对人的管理，要实行全员的跨文化管理。
一方面，跨文化管理的目的就是要使不同的文化进行融合，形成一种新型的文化，而这种新型的文化只有根植于企业所有成员之中，通过企业成员的思想、价值观、行为才能体现出来，才能真正实现跨文化管理的目的，否则跨文化管理将会流于形式。
另一方面，在全球化经营企业中，母公司的企业文化可通过企业的产品、经营模式等转移到国外分公司，但更多的是通过熟悉企业文化的经营管理人员转移到国外分公司，因此全球化经营企业在跨文化管理中必须要强调对人的管理，既要让经营管理人员深刻理解母公司的企业文化，又要选择具有文化整合能力的经营管理人员到国外分公司担任跨文化管理的重要职责，同时还要加强对企业所有成员的文化管理，让新型文化真正在管理中发挥其重要作用，从而使全球化经营企业在与国外企业的竞争中处于优势地位。
《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.。
管理新领域——跨文化管理
理 活动 完 全取 决于从事 贸易 活 动 的商 人 跨 国公 司在 新 文化环 境 中失败 的 主要 原
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的 因素 ； 美国人偏重 于从 经济 学的 角度去 考虑 管理 问题 ， 日本则 更偏 重于从社会 而 学 的角度去对待管 理 问题 ； 国人在 管理 美 中注 重的 是科学 因素 ， 日本人在管 理 中 而 更 注 意 的 是哲 学 因素 等 等 。 究 结果 清 研 楚 地表 明 ， 日本人并 没有仿造 美国的 管理 系统 进 行 管 理 ， 是 建 立 了更 适 合 于其 而
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《跨文化管理》教案2017
第二章跨文化管理理论与实践
【教学目的】了解跨文化管理的基本理论，掌握主要流派的基本观点。
【教学重点】六大价值取向理论，文化维度理论。
【教学难点】文化维度理论。个人主义-集体主义理论。文化架构理论。
【教学方法】多媒体教学、理论讲授、案例讨论
【本章主要阅读文献资料】教材、案例、经典著作和论文
一、经济全球化
经济全球化（Economic Globalization）是指世界经济活动超越国界，通过对外贸易、资本流动、技术转移、提供服务、相互依存、相互联系而形成的全球范围的有机经济整体，是商品、技术、信息、服务、货币、人员等生产要素跨国跨地区的流动。
二、经济全球化的背景
丝绸之路；十字军东征；马可·波罗游记
2、个体主义-集体主义；
3、中性-情绪化；
4、关系特定-关系散漫；
5、注重个人成就-注重社会等级；
6、长期-短期导向；
7、人与自然的关系。
五、舒华兹的十大价值/需要导向理论
1、权力：社会地位和尊严，控制他人，控制资源(权威、社会权利、财富、公共形象)；
2、成就：按照社会标准通过自己的能力取得个人成功(雄心、成功、才干、影响力)；
在许多亚洲社会里，静态取向，安然耐心仍然被视为美德之一，而非无所事事的表现。提倡“以静制动”，“以不变应万变”，强调无为而治。
5、人的空间观念；
中国人：把空间看成是公共的东西，没有太多隐私而言。
美国人、德国人：把空间看成是个人的私密之处，他人不能轻易走近。
日本人：工作空间是公共的。
日本公司的办公室设计方案与美国文化之间的冲突
3、享乐主义：自我享乐和感官满足(快乐、享受生活，自我沉醉)；
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.。
[管理知识-管理篇]跨文化管理（InterCulturalManagement）
![[管理知识-管理篇]跨文化管理（InterCulturalManagement）](https://img.taocdn.com/s3/m/1ac75522effdc8d376eeaeaad1f34693daef10a8.png)
跨文化管理（Inter Cultural Management）什么是跨文化管理跨文化管理又称为“交叉文化管理(Cross Cultural Management)”，即在全球化经营中，对子公司所在国的文化采取包容的管理方法，在跨文化条件下克服任何异质文化的冲突，并据以创造出企业独特的文化，从而形成卓有成效的管理过程。
其目的在于在不同形态的文化氛围中设计出切实可行的组织结构和管理机制，在管理过程中寻找超越文化冲突的企业目标，以维系具有不同文化背景的员工共同的行为准则，从而最大限度地控制和利用企业的潜力与价值。
全球化经营企业只有进行了成功的跨文化管理，才能使企业的经营得以顺利运转，竞争力得以增强，市场占有率得以扩大。
跨文化管理的发展跨文化管理并不是一个新的事物，它起源于古老的国际间的商贸往来。
早在古代古埃及人、腓尼基人、古希腊人就开始了海外贸易，并懂得了如何与不同文化背景下的人们做生意。
到了文艺复兴时期，丹麦人、英国人以及其他一些欧洲国家的商人更是建立起了世界范围的商业企业集团。
当他们与自己文化环境以外的人们进行贸易时，他们就会对与他们不同文化背景下产生的语言、信仰以及习惯保持敏感以避免发生冲突并顺利实现交易。
这些事实上就是在从事跨文化的经营与管理活动。
不过这时候的跨文化管理活动完全取决于从事贸易活动的商人们的个人经验，有关文化及文化差异与相似的研究也仅仅是人类学家的事。
公司与企业还很少注意对文化及其差异的研究跨文化管理，也还没有成为一门独立的科学。
跨文化管理真正作为一门科学，是在20世纪70年代后期的美国逐步形成和发展起来的。
它研究的是在跨文化条件下如何克服异质文化的冲突，进行卓有成效的管理，其目的在于如何在不同形态的文化氛围中设计出切实可行的组织结构和管理机制，最合理地配置企业资源，特别是最大限度地挖掘和利用企业人力资源的潜力和价值，从而最大化地提高企业的综合效益。
兴起这一研究的直接原因是二战后美国跨国公司进行跨国经营时的屡屡受挫。
跨文化管理-MBA智库百科
心得分享資料來源：跨文化管理-MBA智庫百科動機這學期聽了許多同學的報告，讓我印象最深刻的就是第六章全球化環境下的組織管理，其中內容包含了所謂的跨文化管理，在大學期間曾經把跨文化管理當成一門選修課，讓我印象十分深刻，也基於這理由想拿來這議題做個期末心得分享。
摘要每個企業都有屬於獨特的管理哲學與特質，會產生不同的經營模式，而這些經營模式將會影響到企業的經營績效，近年來全球商業環境的快速變遷，產業的競爭日益激烈，不少企業經營紛紛朝向國際化、資訊化及多角化發展。
面臨全球市場的環境下，跨國界與跨文化的管理逐漸影響了企業採取的策略，並加以決定是否應採行全球標準化策略或是因地制宜的策略。
跨文化管理跨文化管理又稱為『交叉文化管理(Cross Cultural Management)』，即在全球化經營中，對子公司所在國的文化採取包容的管理方法，在跨文化條件下克服任何異質文化的衝突，並據以創造出企業獨特的文化，從而形成卓有成效的管理過程。
其目的在於在不同形態的文化氛圍中設計出切實可行的組織結構和管理機制，在管理過程中尋找超越文化衝突的企業目標，以維繫具有不同文化背景的員工共同的行為準則，從而最大限度地控制和利用企業的潛力與價值。
全球化經營企業只有進行了成功的跨文化管理，才能使企業的經營得以順利運轉，競爭力得以增強，市場占有率得以擴大。
跨文化管理的發展跨文化管理並不是一個新的事物，它起源於古老的國際間的商貿往來。
早在古代古埃及人、腓尼基人、古希臘人就開始了海外貿易，並懂得瞭如何與不同文化背景下的人們做生意。
當他們與自己文化環境以外的人們進行貿易時，他們就會對與他們不同文化背景下產生的語言、信仰以及習慣保持敏感以避免發生衝突並順利實現交易。
不過這時候的跨文化管理活動完全取決於從事貿易活動的商人們的個人經驗，有關文化及文化差異與相似的研究也僅僅是人類學家的事。
公司與企業還很少注意對文化及其差異的研究跨文化管理，也還沒有成為一門獨立的科學。
第8章跨文化管理
第一节化 管 理 （ Cross－cultural Management）是管理的一个分支，它研究有 两个或两个以上文化背景的组织的管理问题， 从目前的情况看，跨文化管理的对象是企业组 织，包括一国境内的外资企业和一个国家在境 外的合资企业。 跨文化管理并无统一的定义， 有些学者将跨文化管理定义为一门研究不同国 家或文化中不同组织的人的行为。
（二）低语境文化与高语境文化 三、文化差异对国际企业管理的影响 （－）文化差异导致的管理困难
国际企业中的文化差异（多元文化）给国际企业管理带来 的影响主要表现：
优点
缺点
多元文化的优点： 多元文化的缺点： 国际企业从多元文化获得的益处 由于多元文化导致的成本增加
意义扩大了： 多种观点 易于产生新观点、新主意 更多的解释 更多的选择： 增加了创造性 增加了弹性 增加了解决问题的技巧 差异增加了工作中的： 意义的不明确性 复杂性 工作中的混乱 意见集中时的困难 交流失误 难以达成一致协议 统一行动的困难： 难以同意统一的行动方案
跨文化管理之所以受到关注，可归纳为三个原因。 （１）跨国公司的管理人员有必要了解有关国家的文化、 政治、经济和商业惯例； （2）研究不同的文化及系统有助于人们敏锐地理解 不同文化环境中的人的行为； （3）跨文化管理研究可以开阔人们的知识、视野， 尤其是在组织与管理方面。 二、跨文化管理的特点 （一）复杂性 （二）特殊性 （三）共同性 （四）协商性
一、跨文化意识和跨文化管理 二、跨文化管理主要策略 （一）文化环境适应策略 国际企业对文化的适应与变革必须考虑 以下因素： （１）国际企业和东道国都不要强行要求对 方适应自己的文化规范，而应互相留有变通 的余地。 （２）国际企业要充分估计东道国对变革的态 度，对东道国的某些文化成分，国际企业必 须予以适应和回避，待有机会时再逐步改变； 国际企业不仅要了解当前东道国的重要的文 化成分，还要觉察其变化。
understanding cross-cultural management第四版pdf
understanding cross-culturalmanagement第四版pdf标题：理解跨文化管理第四版PDF引言概述：跨文化管理是指在全球化背景下，管理者需要面对不同文化背景下的员工和市场，以及跨国企业之间的合作与竞争。
理解跨文化管理对于企业在国际市场中的成功至关重要。
本文将介绍《理解跨文化管理》第四版PDF的内容，以帮助读者深入了解跨文化管理的重要性和实践方法。
正文内容：1. 跨文化管理的概念和背景1.1 跨文化管理的定义和范围1.2 全球化对跨文化管理的影响1.3 跨文化管理的重要性和挑战2. 跨文化沟通与协调2.1 跨文化沟通的重要性和障碍2.2 跨文化沟通的有效策略2.3 跨文化协调的方法和技巧3. 跨文化团队管理3.1 跨文化团队的定义和特点3.2 跨文化团队管理的挑战与解决方法3.3 跨文化团队的成功案例分析4. 跨文化领导力4.1 跨文化领导力的重要性和特征4.2 跨文化领导力的发展和培养4.3 跨文化领导力的案例研究5. 跨文化交流与冲突管理5.1 跨文化交流的重要性和方法5.2 跨文化冲突的原因和解决策略5.3 跨文化交流与冲突管理的案例分析总结：在全球化时代，理解跨文化管理对于企业的成功至关重要。
通过本文对《理解跨文化管理》第四版PDF的内容进行概述，我们了解到跨文化管理的概念、背景以及其在沟通、团队管理、领导力和冲突管理等方面的重要性和实践方法。
只有深入理解和运用跨文化管理的原则和技巧，企业才能在国际市场中取得成功并实现可持续发展。
因此，我们应该不断学习和提升自己的跨文化管理能力，以适应日益多元化和国际化的商业环境。
跨文化管理简介
跨文化管理发展历史
跨文化管理并不是一个新的事物，它起源 于古老的国际间的商贸往来 。
古代海外贸易（Foreign trade in ancient times ）
如何与不同文化背景下的人们做生意
文艺复兴时期（Renaissance ）
建立起了世界范围的商业企业集团
二战后 （After the second world war）
提出了科学管理的思想
ห้องสมุดไป่ตู้ 跨文化管理的目的
NO.1在不同形态的文化氛围中设计出切实可 行的组织结构和管理机制，在管理过程中 寻找超越文化冲突（culture shock ）的企 业目标，以维系具有不同文化背景的员工 共同的行为准则 NO.2最大限度地控制和利用企业的潜力与价 值 NO.3使企业的经营得以顺利运转，竞争力得 以增强，市场占有率得以扩大
跨文化管理
跨文化管理又称为“交叉文化管理 (Cross Cultural Management)”，即在全球 化经营中，对子公司所在国的文化采取包 容的管理方法，在跨文化条件下克服任何 异质文化的冲突，并据以创造出企业独特 的文化，从而形成卓有成效的管理过程 。 文化 适应 文化 培训 文化敏 接触和 关系的 感训练 感觉 建立
发展跨文化管理能力
发展跨文化管理能力跨文化管理（Cross-cultural management）指的是在不同文化背景下，有效地管理和协调多元文化团队的能力。
随着全球化的发展和跨国企业的增多，跨文化管理能力成为现代管理者必备的核心竞争力之一。
本文将讨论发展跨文化管理能力的重要性和方法。
一、了解和尊重不同文化在跨文化管理中，了解和尊重不同的文化是非常重要的。
不同的国家和地区具有不同的价值观、信仰、行为规范等。
管理者应当尊重并接受这些差异，并学习关于不同文化的知识。
这样可以更好地理解和解决跨文化团队中可能出现的冲突和误解。
二、培养跨文化沟通能力跨文化沟通是跨文化管理中最关键的能力之一。
由于语言、非语言行为和社交礼仪的差异，跨文化团队的成员之间容易发生沟通障碍。
为了解决这个问题，管理者首先应该学习并掌握团队成员的语言，并通过培训提升跨文化沟通技巧。
此外，还要注意非语言沟通，比如肢体语言、面部表情等。
三、培养跨文化适应能力跨文化管理者需要具备适应不同文化环境的能力。
在与不同文化背景的人合作时，管理者应当对自己的文化背景有清晰的认识，以及对其他文化的理解和尊重。
同时，要学会调整自己的行为和决策方式，以适应不同的文化情境。
四、建立跨文化团队和组织文化在跨文化管理中，组建跨文化团队是非常重要的。
多元文化的团队可以为企业带来更多的创新和竞争优势。
管理者应该注重团队成员的多元性，包括不同的文化背景、知识领域和思维方式。
同时，还要通过培养团队共同的价值观和信念，形成一种积极向上的跨文化组织文化。
五、学习和分享跨文化管理经验跨文化管理是一个不断学习和改进的过程。
管理者应该积极参与相关培训和学习活动，了解最新的跨文化管理理论和实践。
此外，还可以与其他有跨文化管理经验的人员交流和分享经验，借鉴他们成功的做法，不断提升自己的能力。
六、倡导包容性和平等的企业文化最后，管理者应该倡导一种包容性和平等的企业文化。
这样可以为跨文化团队提供一个开放和互相尊重的工作环境。
跨文化管理
Case
京东方：从合资到收购
BOE Group：From JV to Purchasing
国家级精品课程《组织行为学》/ 第二讲 跨文化管理
文化的度量
Measurement of CБайду номын сангаасlture
Hofstede调查80多个国家10多万名员工，认 为文化群体间的差别远大于其内部差别，证 明大多数国家确实都有其鲜明的文化特征， 即社会范例。
不确定性规避
不确定性规避(uncertainty avoidance)：人们容 忍不明确或感觉到含糊和不确定性带来威胁的 程度。
例如：研发投入、激励要素组合。
国家级精品课程《组织行为学》/ 第二讲 跨文化管理
文化的度量
Measurement of Culture
阳刚文化与阴柔文化
澳大利亚与委内瑞拉是阳刚色彩特别明显的国 家，推行武断、物质导向、崇尚成就与行动； 挪威、瑞典和丹麦等国家性别角色是模糊的， 男人可以在家带小孩。
文化的概念
Conception of Culture
文化就是头脑中聚集的程式，它将一个社会
中的成员与其他社会成员在激励方式和行为
上相区别开。
表象 （如行为、服饰、 艺术、建筑等）
价值观 （如交际、教育、
治国等观念）
信念 （如人性假设、 宗教信仰等）
国家级精品课程《组织行为学》/ 第二讲 跨文化管理
美国人相当崇尚个人主义，东方社会（当然包 括中国人）则强调家族及阶级层次。
国家级精品课程《组织行为学》/ 第二讲 跨文化管理
文化的度量
Measurement of Culture
权力距离
权力距离(power distance)：在一个社会中人们 接受不平等权力分配的程度。
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STRATEGIC INTERNATIONAL HRM
Strategic
IHMR can be defined as “human resource management issues, functions and policies and practices that result from the strategic activities of multinational enterprises and that impact the international concerns and goals of those enterprises” [italics added] (Schuler et al. ,1993 p.422)
REFERENCE LIST
QUESTIONS
1.
2.
பைடு நூலகம்
3.
Why is it important to have a consistent HR strategy in an international context? Discuss advantages and drawbacks of both control-based and resource-based models. Discuss the choices made by managers described in the case studies; how would you have avoided issues -if any?
MODELS FOR HRM (BRATTON, 2002)
model: Top-down control and coordination; job evaluation and appraisals; adversarial labour relations. Resource-based model: Human Resources as an asset; employees‟ involvement and motivation considered as vital; workforce is a source of competitive advantage
and geographic dispersion lead to greater complexity (Harzing, 2010) Strive for Global efficiency and local responsiveness Endogenous (type of company, competitive strategy, international orientation) and Exogenous (Country/Regional characteristics, socio-cultural factors) (Schuler et al., 1993)
“Strategic
human resource management is the process of linking the human resource function with the strategic objectives of the organization in order to improve performance.”
LEMMA
Parochial
approach: French way is the way; scarce or no interest in counterpart‟s orientations; non-French speakers are „casted out‟. Before acquisition - ”Hybrid” orientation: high power distance and high-context, particularistic and feminine. After acquisition - Shift to Control-Based: formalisation, result orientation and short-term efficiency.
Control-based
ABC MSC
Ethnocentric
Approach: Japanese policies and practices thought to be superior Control-based HR: Top-down communication; low level of employee participation; Malaysian workers excluded from decision-making. Low inter and intra-unit control: scarce knowledge of Malaysian environment and of the workforce dynamics; no clear guidelines.
CONCLUSIONS & RECOMMENDATIONS
Strategic
HRM is a means by which company practically enforce their corporate strategies. Cultural diversity plays a pivotal role in the IHRM implementation. Different approaches will result in different HR models.
PRESENTATION OUTLINE
Meaning
and importance of strategy in
HRM Business Strategy Strategic IHRM Approaches and HRM Models Case studies review
MEANING AND IMPORTANCE OF STRATEGY IN HRM
STRATEGIES
Multidomestic International Global
AND
APPROACHES
Polycentric Ethnocentric Geocentric
Transnational
(Bartlett and Ghoshal, 2000)
(Perlmutter, 1976)
EQUIPOS
Polycentric
towards Geocentric: JointVenture and Learning Organisation; local managers appointed. Resource-Based HR: employees‟ motivation seen as paramount for MNC‟s development. „Fluid’ Policies and Practices: adoption of “Matrix” structure; Team-working; translation practices.
[italics added]
(Bratton, 2002, p. 37)
GENERAL FRAMEWORK FOR BUSINESS STRATEGY (BRATTON, 2002, P.40)
ISSUES FOR INTERNATIONAL STRATEGIES
Multiculturalism
ISSUES, FUNCTIONS, POLICIES AND PRACTICES (SCHULER ET AL., 1993)
Issues:
inter-unit (I. E. parent to subsidiary) and within unit degree of control; degree of coordination. Functions: Human Resource Orientation; time and financial resources devoted to the workforce management. Policies and Practices: Development of general guidelines on how individuals will be managed; practices will have to be consistent with the local conditions and policies.