跨文化交流英文报告

学生实践报告

（文科类）

课程名称：Cross-Cultural Communication and Management 专业班级： 12市场营销（网络营销）

学生学号： 1201106034

学生姓名：XU Xueyin

20 14——20 15 学年第 2 学期

金陵科技学院教务处制

The Challenges And Solutions For AIIB

As we all know , a major challenge of doing business internationally is to adapt effectively to different cultures. Such adaptation requires an understanding of cultural diversity , perceptions , stereotypes , and values . Therefore , the Cross-Cultural Communication and Management become more and more important .

Currently, the topic of the Asia Infrastructure Investment Bank is under heated discussion. The bank, proposed a year ago by President Xi Jin ping of China, is to offer financing for infrastructure projects in underdeveloped countries across Asia. China, which has promised to contribute much of the initial $50 billion in capital, sees it as a way to increase its influence in the region after years of fruitless lobbying for more say in other multinational lending organizations.

However , there are many cross-cultural challenges for the AIIB as it sets up the organizational arrangements and structure. Here are some analysis and advice to solve these challenges.

Firstly, the cross-cultural communication and management challenges for the AIIB.

China and 40 other countries signed a memorandum on Friday agreeing to create an international development bank that Beijing hopes will rival organizations like the World Bank. That’s to say , there are more than 40 countries from around the world have signed on as Foundation Members of the AIIB. So the major challenge is to adapt effectively to different cultures . Such adaptation requires an understanding of cultural diversity , perceptions , stereotypes , and values . What’s more , some leading Asian countries refrained from joining the project, which the United States has been quietly lobbying against.

Secondly , the strategic disposition I suggest to help the AIIB to work effectively .

1. Uniform system framework . As different countries have different

culture ,the multinational companies can not avoid cross-culture management

issues . The first step is to uniform system framework . Only in this way can we manage the company effectively.

2. Slove issues like the environmental impact of projects.The South Korean finance minister, Choi Kyung-hwan, said that Seoul was willing to participate under certain conditions, including a commitment from the bank to meet international standards on issues like the environmental impact of projects. "If such issues are resolved, there will be no reason for us not to join," Mr. Choi said on Wednesday. Obviously , this strategy can help obtain more partners for AIIB .

3. Concerns more about global poverty and posterity . China already directly finances many infrastructure projects in the developing world, and many Chinese analysts see the bank as a sensible next step.

Finally , the attitudes and behaviors I encourage the Board of the AIIB to adopt as they meet to do Board business.

1.They’d better speak fluently and expounded clearly with confidence in meeting . So they can be understood better and work effectively .

2.When in Rome do as Rome do . If the Board of the AIIB can match the processes , I think , they will have better cooperation with each other .

All in all , These precepts are just a beginning, and many questions are still remaining . We can create more value and flexible strategies by understanding and studying more of the culture lens. Last ,but not the least ,the only thing we can do is to attach enough importance on the study of Cross-Culture Communication and Management.