Discussion on the strategy of cross-cultural management of transnational
corporations in China
Absstact
In the competitive world of the 21st century the stage, along with the deepening of economic globalization and regional economic grouping that States the internationalization of business has become an irreversible trend of the times. Overcoming the modern enterprises in multinational operation strategy by the international public of the difficulty in communication caused by cultural differences, the effective cross cultural management, are the key to its ability to achieve international business success. Now businesses in the world-wide use of resources, the advantages of their own and combine the advantages of the host country, engaged in transnational production and business activities, but also across cultures. Cultural differences leads to cross-culture management of transnational enterprises in China related issues such as thinking. So how to solve the problem of cultural differences, enhance their competitive advantage, based on the world stage is that we have to explore very carefully.
In particular, apart from the introduction this thesis can be divided into the following four parts: Part one: analysis of the concept of cross-cultural management of transnational corporations in China. Definition and measures of cross-culture management.
Part II: points out that China's problems and difficulties encountered in the transnational operation of transnational corporations. Comparing Chinese and Western cultural differences in the value of the enterprise culture, institutional differences in culture and labor policies of the three, effective methods of management.
Part II: points out that China's problems and difficulties encountered in the transnational operation of transnational corporations. Comparing Chinese and Western cultural differences in the value of the enterprise culture, institutional differences in culture and labor policies of the three, effective methods of management.
Part IV: countermeasure and significance of intercultural management, drawing on cross-culture management mode to enhance the management capacity in select cultural coherence partners a way to achieve integration between cultures.
Key words: cultural differences in China multinational cross culture management
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catalog The first chapter Analysis the related concept of cross-cultural management of transnational
corporations in China–––––––––––––––––––––––––––––––––––––––––––––3
Section 1 Definition of cross-cultural management–––––––––––––––––––––––––––––––3 Section 2 Measures of cross cultural management––––––––––––––––––––––––––––––––3
The second dchapter Problems and difficulties encountered by Chinese Multi-National
Corporation in the transnational management––––––––––––––––––––––––––4
Section 1 Problems encountered––––––––––––––––––––––––––––––––––––––––––––4
Section 2 Comparison of Chinese and Western cultural differences–––––––––––––––––4
Section 3 Effective management methods–––––––––––––––––––––––––––––––––––––5
The third dchapter Comparison and analysis of cross-cultural management and Enterprise
competitive advantage–––––––––––––––––––––––––––––––––––––––––––––6
Section 1 Relationship between management and culture as well as Chinese and foreign
management under the background of specific cultural characteristics–––––––6
Section2 Cross-cultural management and Enterprise competitive advantage––––––––––6
The fouth dchapte Cross-culture management strategy
Section 1 Problem-solving methods––––––––––––––––––––––––––––––––––––––––––7
Section 2 inclusive of other cultures––––––––––––––––––––––––––––––––––––––––––7
Section3 Cross-culture management of practical significance––––––––––––––––––––––7
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The first chapter Analysis the related concept of cross-cultural management of
transnational corporations in China
Section 1 Definition of cross-cultural management
According to statistics, the transnational operation of enterprises accounted for 60% of the total
number of companies around the world, almost all of the enterprise, its business enterprises have direct or indirect relations with other countries: cooperation with other countries, or competitive with other countries. The above statistics show that this is the inevitable result of the globalization of the world economy.
Across culture management that cross culture management, is in transnational business in the,
on different race, and different culture type, and different culture development stage of subsidiary where country of culture take inclusive of management method, its purpose is how in different ideology of culture in the design out feasible of organization structure and management system, in management process in the looking for high of company target, to maximum to reached using enterprise of potential of purpose.
Section 2 Measures of cross cultural management
Western scholars have proposed many usability point of view. Canada nanxi·aidele, the famous
cross-cultural management (Nancy. J. Adler) point of view, there are three options to solve this problem: the first is lequm. A culture above other cultures, suppression of other cultures; the other is compromised. Refers to intercultural consciously compromise and concession studiously ignored to avoid cultural differences; the third is fusion. Refers to intercultural acknowledged differences with each other on the basis of mutual respect, so as to create a whole new culture, it has stability.
First, we need to understand cultural differences, for cultures with due recognition. The
cultural conflict in transnational corporations from cultural differences exist in the enterprise. Cultural differences and friction caused by the extent and type, only the first recognition of cultural differences and to take corresponding measures. Transnational business managers to broaden the
cultural identity and intercultural communication and understanding of knowledge. Secondly, intercultural education. Cross-culture management of training high-quality personnel. Main content: awareness and understanding of the culture of other peoples and company through the learning of different languages; address the issue of cross-cultural communication. Reducing cultural conflicts you may encounter cross-cultural employee issues, quickly adapt to the environment and to play its due role strengthened team spirit and company cohesion.
Third, the common sense of management. Realizes with the ever-running cultural innovation. Finally, step by step reconstruction of enterprise culture. Multinational investment in China, formed unique enterprise culture, this is a more complex process, requiring long-term coordination in order to succeed.
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The second dchapter Problems and difficulties encountered by Chinese Multi-National
Corporation in the transnational management
Section 1 Problems encountered
First, the cultural differences make it easier for multinational analysis and understanding of the issues from a multidimensional perspective, there are more programmes to choose from, more choice and management of transnational enterprises more complete; cultural differences on multinational enterprise knowledge and culture also have complementary strengths, have updated views and ideas into enterprises, and improve the competitiveness of State-owned enterprises in the market.
Second, the culture of people from different cultures have different needs and expectations, increasing job uncertainty and complexity, and even lead to confusion and conflict in transnational enterprises. Meanwhile, cultural differences between employees with different cultural backgrounds on decision making and different levels of understanding or implementation of the management system, so that decision-making becomes even more difficult. Ignoring cultural traditions shaped by different ethnic and racial superiority, way of thinking and perceptual knowledge, communication misunderstandings caused by different cultural symbols, differences in cultural attitudes often leads to cultural conflict, cultural conflicts often lead to bitter, deeply conservative and non-rational reflection and other adverse consequences.
Cross-culture management in transnational operation friction is a time-consuming process. Can also reduce friction, edges and corners rounded. Constantly running, so continue to mature.
Section 2 Comparison of Chinese and Western cultural differences
Comparison of business enterprises in Western countries and, for example, can be seen from the following comparison, major cultural differences in the value of the internal cultural, institutional culture and policy aspects of labor and personnel. Risk awareness
Attitudes towards achievement
Western countries : Say bluntly
china: Lack of initiative
Express way
Western countries :directly
china: Talk behind
Institutional culture
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Western countries : More legal weapons
china: with "love" governance
salary
Western countries : Capacity setting
china: Qualifications and education
Personnel arrangement
Western countries : Capacity is the most important china: Heavy network
Talent flow
Western countries : Encourage your employees their
china: Not used to staff "hurdles"
Section 3 Effective management methods
Nanxiaidele, the famous cross-cultural management point:
First, cross cultural change from the first phase between culture and human resource management for business
Second, the company according to the market development of different marketing strategies Third, enterprises have the diversity of products
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The third dchapter Comparison and analysis of cross-cultural management and Enterprise competitive advantage
Section 1 Relationship between management and culture as well as Chinese and foreign management under the background of specific cultural characteristics
Chinese and foreign management under the background of specific cultural characteristics Cultural background：
First, China - the "golden mean" culture
Second, Germany - expert culture. German product quality is extremely seriously, the staff after a rigorous professional training.
Third, Japan - "team" spirit and lean production culture.
Fourth, the United States of America's personal value and contract is the supremacy of culture Section2 Cross-cultural management and Enterprise competitive advantage
Refers to corporate competitive advantage in competition with peers, relative to the competitors an advantage, enterprises can receive more than the industry's average yield returns.
Cross-cultural management enable organizations to learn and accept other culture while creating their own competitive advantages.
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The fouth dchapte Cross-culture management strategy
Section 1 Problem-solving methods
While the process of globalization promotes the fusion of the whole world, but the differences in Chinese and Western culture remains a cross in front of cross cultural management should a major problem. How to cross-culture management, has become an important issue. We should do the following:.
First, avoid any prejudice is due to different values. Culture is not good or bad, only you don't belong.
Section 2 inclusive of other cultures.
In a multinational enterprise, people from all corners of different cultural backgrounds requires an enterprise managers must learn to accommodate each other in different cultures.
Section3 Cross-culture management of practical significance
Finally, pay attention to details. Learn about other cultures, inclusive and respectful attitude, details about other cultures, on the details of the deal reflects an intercultural managers ' professionalism。
Finally, in enterprises based on the core values of building a culture of win-win. Such values must be open, inclusive and lasting characteristics of different cultures in different parts of the integration to meet local management needs.
condusion
Every company is committed to competing in the global market, and understanding of the culture of a country, will lead to multinational companies in areas of strategic decisions on marketing choice. As Chinese enterprises, in order to have a foothold in international competition, must be from the perspective of international cultural differences summarized contrast cultural differences between the various countries, to miss any detail. Because the inevitability of cultural conflict in transnational enterprises. But it doesn't have to be disruptive, if not handled properly, sometimes as constructive. Therefore, cooperation between the two sides should respect each other, to the principle of win-win and mutual benefit, wants to maintain its edge, to keep one's own behaviour, to create new advantages to attract each other. Emphasis on team-building, encouraging collective working spirit.
Corporate culture as the sum of all the values and philosophy of an enterprise, are support enterprises in the development pillar of the inheritance, manage their own culture, with a higher and more distant view looking to the enterprise in the future, it is our top priority. Internationalization of enterprises to participate in international competition management has become an important trend in China's economic development. Research and application of cross-culture management, strive to create national culture and inclusive corporate culture and entrepreneurial spirit, and constantly improve the management level of enterprise internationalization to improve the enterprise's international competitiveness is of great significance.
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