Under the Multicultural Background of Management Methods

《Under the Multicultural Background of Management Methods》由会员分享，可在线阅读，更多相关《Under the Multicultural Background of Management Methods（25页珍藏版）》请在装配图网上搜索。

1、Under the Multicultural Background of Management MethodsSubmitted by LIJUN QIANStudent ID number 082081010001Supervised by MEIPING ZHUA thesis submitted in partial fulfillment of the requirements of the degree of Bachelor of ArtsThe Institute of Online EducationBeijing Foreign Studies University北京外国

2、语大学网络教育学院学士学位论文诚信声明本人郑重声明： 所呈交的学士学位论文，是本人在导师的指导下，独立进行研究工作所取得的成果。论文所涉及的项目为本人亲自负责或者参与实施的项目。除文中已经注明引用的内容外，本论文不含任何其他个人或集体已经发表或撰写过的作品成果。本人完全了解本声明的法律结果由本人承担。学士学位论文作者签名：钱丽君 日期：2011 年 5 月 30 日摘要无论是进行国际经营活动，还是完成国际企业的战略目标以及在竞争中获得胜利，都需要人力资源管理的保障。通过对一些资料的研究分析发现国际企业经营的任何问题，归根到底都要落实到人，或者是有人去创造，或者必须有人来解决。所以，把适当的人在

3、适当的时间安排到适当的位置上，便成为企业成败的关键。 现在，我们无时无刻不感觉到人力资源的多样性和复杂性已成为了组织不可回避的事实，组织的跨文化管理、企业人力资源管理越来越难以步调一致。又因为已走出国门和正准备走出国门的企业急需要经验的支持，在这个过程中，已经出现了极度保守、非理性行为、沟通中断等系列的严重现象，导致了企业交易成本的迅速上升。然而，中国经济的发展，走向世界的脚步不能缓慢，这就要求我们高度重视人力资源的跨文化管理，解决跨文化管理过程中所遇到的难题。 国际商务活动的人力资源管理包括对管理者的管理和对员工的管理两个方面。但是由于国际经营存在着不同民族、不同文化背景的交叉现象，因而使人

4、力资源管理较为复杂。在跨国公司子公司的工作人员必须扮演多元化的角色，起着沟通两种文化桥梁的作用。他们还必须在不同的文化环境和不同的文化背景下，指导和协调经营活动。在这一过程中，子公司所选派的人员个性、素质、经历和对东道国语言、文化的熟练程度和对环境的适应性成为很重要的影响因素，对管理人员的选拔培训等也尤为突出。除此之外，企业在国际经营中还会感到各国工人素质、劳资关系和管理形式方面都存在很大的不同之处，这些都是国际商务活动中的人力资源管理的独特的地方。我们都知道跨国企业与真正的国内企业在文化上的主要区别，是前一个随着对国外的投资，必须直接和当地的文化交流；后一个是仅仅涉及一国或者一个民族的文化。

5、本文主要通过在多元文化背景下针对文化差异与文化适应、管理的转移、参与管理和多元文化和人力资源计划这四个方面进行分析。关键词：差异； 适应； 转换 ；人力资源 ；管理计划AbstractNot only for international business activities, or completion of the international enterprises of strategic objectives and victory in the competition, protection of the human resources management is required.

6、 Through the analysis of some of the information found any aspects of international business, in the final analysis should be implemented in person, or is someone going to create, or someone has to solve. Therefore, the right people at the right time and the appropriate location will become critical

7、 to business success. Now, we all feel the diversity and complexity of human resources has become the unavoidable fact that an organization, organization of intercultural management, human resources management more and more difficult to keep. Because had to go abroad and is preparing to go out of th

8、e country enterprises needed to experience support in this process, there have been extremely conservative, irrational behavior, communication interrupted series of grave phenomenon, lead to rapid rise in business transaction costs. However, Chinas economic development to the worlds footsteps can no

9、t slow, which requires that we attach great importance to the cross-culture management of human resources and solve problems encountered in the process of cross-culture management. Human resources management in international business activities includes management of managers and the staffs manageme

10、nt of the two. But due to the international operation of the crossing of different nationalities, different cultural backgrounds, it makes human resources management more complex. Staff in subsidiaries of transnational corporations must play a wide variety of roles, which play a communication bridge

11、 between two cultures. They must also be in different cultural environments and under different cultural backgrounds, directing and coordinating activities. In this process, the subsidiaries the personality and quality of selected personnel, experience and proficiency in the language, culture of the

12、 host country and adaptability to the environment to be very important factors, selection and training of management personnel are particularly prominent. In addition, also feel national workers in enterprises operating in the international quality management, labor relations and form where there ar

13、e very different, these are unique to human resources management in international business activities.We all know that true of domestic enterprises in multinational enterprises and major cultural differences, as foreign investment is the previous one, must be direct and local cultural exchanges; the

14、 latter is concerned only with one country or culture of a nation. Article mainly by under the multicultural background for cultural differences and cultural adaptation, transfer, participation in the management and the management of cultural diversity and human resources plans to analyze these four

15、 aspects.Keywords: difference; adaptation; transfer; human resource; management planningTable of ContentsPages1. Project Introduction 72. Problem Identification and Analysis8 2.1 Cultural difference and cultural adaptation8 2.1.1 Attitude towards work and achievements82.1.2 Attitude towards the futu

16、re82.1.3 Attitude towards authority82.1.4 Family responsibilities82.1.5 Social structure8 2.2 culture adaptation9 2.2.1 The ways to adapt the culture9 2.2.2 Adapting them to change the local socio-cultural background9 2.2.3 Internal changes by the local culture92.3 Adaptability of foreign culture9 2

17、.3.1 Socio-cultural factors9 2.3.2 Similarities between management practices9 2.3.3 Organizations logic92.4 Needs Analysis of Transfer of management102.5 SWOT Profile103. Project Objective and Hypothesis11 3.1 Project Goal and Objective11 3.2 Project Hypothesis114. Project Rationale11 4.1 Multicultu

18、ralism11 4.2 human resources plan115. Project Design12 5.1 Activities with time-scale13 5.2 Costing14 5.3 Risks analysis14 5.4 Management and control156. Project Implementation and Monitoring15 6.1 Project Implementation156.1.1 General introduction of time, place of project implementation15 6.1.2 Th

19、e working steps of implementation 15 6.2 Monitoring of Project157. Project Findings and Discussion16 7.1 Results16 7.2 Discussion178. Conclusion18Bibliography19Appendix I. 20-21Appendix II. 22-23Appendix III. 24-25Under the Multicultural Background of Management Methods1. Project IntroductionNot onl

20、y for international business activities, or completion of the international enterprises of strategic objectives and victory in the competition, protection of the human resources management is required. Through the analysis of some of the information found any aspects of international business, in th

21、e final analysis should be implemented in person, or is someone going to create, or someone has to solve. Therefore, the right people at the right time to the appropriate location will become critical to business success. Now, we all feel the diversity and complexity of human resource has become the

22、 unavoidable fact that an organization, organization of intercultural management, human resource management more and more difficult to keep. Because had to go abroad and is preparing to go out of the country enterprises needed to experience support in this process, there have been extremely conserva

23、tive, irrational behavior, communication interrupted series of grave phenomenon, lead to rapid rise in business transaction costs. However, Chinas economic development, to the worlds footsteps can not slow, which requires that we attach great importance to the cross-culture management of human resou

24、rce and solve problems encountered in the process of cross-culture management. Human resource management in international business activities includes management of managers and the staffs management of the two. But due to the international operation of the crossing of different nationalities, diffe

25、rent cultural backgrounds, it makes human resources management more complex. Staff in subsidiaries of transnational corporations must play a wide variety of roles, which play a communication bridge between two cultures. They must also be in different cultural environments and under different cultura

26、l backgrounds, directing and coordinating activities. In this process, the subsidiaries the personality and quality of selected personnel, experience and proficiency in the language, culture of the host country and adaptability to the environment to be very important factors, selection and training

27、of management personnel are particularly prominent. In addition, also feel national workers in enterprises operating in the international quality management, labor relations and form where there are very different, these are unique to human resources management in international business activities.W

28、e all know that true of domestic enterprises in multinational enterprises and major cultural differences, as foreign investment is the previous one, must be direct and local cultural exchanges; the latter is concerned only with one country or culture of a nation. Article mainly by under the multicul

29、tural background for cultural differences and cultural adaptation, transfer, participation in the management and the management of cultural diversity and human resources plans to analyze these four aspects.2. Problem Identification and AnalysisSituation Analysis of Cultural difference and cultural a

30、daptation2.1 Cultural difference and cultural adaptation Japan Qi Lian, the management of buildings: each culture is given the special circumstances of people with disparate, so while the same principle is applicable for different cultures, but due to differences in local conditions and formation of

31、 social structure and behavior may have very different. It shows the role of socio-cultural factors in management practice. In addition, there are also many Western scholars such as Kermit, Reagan, and MartineauJohnson and more research will influence of cultural difference on the actual management.

32、 Stuck this, transnational enterprises selected overseas managers do not ignore erence.Cultural differences mainly in the practice of States in the management of the cultural factors in some key differences, understanding these differences is important for management of multinational enterprises. 2.

33、1.1 Attitude towards work and achievements In a society, the main ideas on income wealth and substance, has the potential to pursue entrepreneurship and business management career type, quality, number of people had a great influence, staff incentive response is the same, many ethicists consider soc

34、ial views on achievements and work is an important decision of the management and production efficiency for cable. 2.1.2 Attitude towards the future The main difference is that different cultures on the ability of humans to influence the future vision and attitude. For example, the United States mai

35、n building in the people management philosophy to a large extent, affect the assumptions of future and long-term plan and based on objective analysis as the basis for decision making becomes a valuable investment. Muslim culture is sometimes believed that heaven. 2.1.3 Attitude towards authorityIn t

36、he authority of the dominant society, management may from authoritarian systems of one extreme to the other extreme of the participation of democracy. In a particular country, which, no authoritative system dominated, multinational companies must make its mode of management expectations and traditio

37、nal links with the local level. In addition, different levels of society on Frank expression of tolerance and individual differences are affecting interpersonal and management efficiency, such as in many Latin America countries, frankly expressed different viewpoints are considered personal attacks

38、on individuals. In the traditional cultures of the far East, pay attention to courtesy before focusing on Frank2.1.4 Family responsibilities In some countries, Entrepreneur business activity is independent of the family. While in other countries, family-style prevalent mode of operation, family busi

39、ness there are many advantages and disadvantages, has a certain impact on the management mode of States. National family types have an impact on businesses and sales, in Japan, the family is the center of their lives, and women dominate the family budget, enterprises on household goods sales focuses

40、 more on womens promotion.2.1.5 Social structure Cultural factors in final can be summarized in the social structure of this title; its mobility includes areas such as social class, identity qualifying position and types of education. Social structure and social mobility of different sectors on the

41、position and identification of the individuals engaged in business activities, international operating special consideration should be given. If a strict social structure prevents a large number of outstanding talents to management and others responsible for the management of post management effecti

42、veness is constrained in many business activities. If you are in the business activities, where the status of the people in the social structure remains the same, enterprises will be difficult to attract sufficient capable officers to a management position. 2.2 culture adaptation 2.2.1 The ways to a

43、dapt the culture Since the multinational enterprises within the social system from the effects of multinational socio-cultural cable which international firms should adapt to the social culture of exotic. Adaptation of this culture, there are two ways.2.2.2 Adapting them to change the local socio-cu

44、ltural backgroundAs the host country workers to low levels of education, inadequate distribution system; the lack of skilled workers, the labor market is not mature, multinational enterprises will be in sales, public relations skills, recruitment and training, and production work around the technica

45、l aspects of needed, adapt to new cultures.2.2.3 Internal changes by the local culture Internal changes by the local culture, trying to make the environment suitable for their special needs and requirements: employing abroad by good education for expatriates and locals to important technical or mana

46、gement position; high salaries to select the most outstanding worker; training of workers and other personnel according to their standards; according to the vocational examination degree curve and knowledge of hired workers. Through this series of measures to minimize the differences between countri

47、es, it reduces the cost of international transactions, achieving the goals of transnational enterprises the issue.2.3 Adaptability of foreign culture We must base it on the three awareness following. 2.3.1 Socio-cultural factors We should attach importance to socio-cultural factors on the effects of

48、 management practices and efficiency, and should not be too strong of apoptosis. Everything should not be attributed to this factor, such as socio-cultural differences of managers and other employees of morality, relationships, and so have a greater impact, such as planning, organization, decision-m

49、aking, control only by the practice of management technology belongs to the management control and restriction of market conditions. 2.3.2 Similarities between management practices Similarities between management practices lead to a similar organization efficiency. And vice Versa Seligman has develo

50、ped the correlation coefficient between the management and efficiency is 0.81。 2.3.3 Organizations logic Organizations have their own logic, and this logic built on the Foundation for management development. Management and technology is the Organizations own logic, it is bound to make all kinds of c

51、ultural enterprises along the same road as the logical development of management and technology, similarity of the enterprise more and more differences. Because of this reason, multinational enterprises can be in the development, production and overseas trade. The above understanding, overseas Manag

52、er will not be on the host countrys culture differences feel helpless, at the same time heart has also been adapted to scale.2.4 Needs Analysis of Transfer of management Although in the long run, due to the internal logic of technology and management, enterprises of different cultures will eventuall

53、y be similar or the same road, but from a point of view because of the effect of environmental conditions and other factors, between enterprises in different countries in terms of management techniques there is a big gap, so ask in different countries the management of technology transfer. If in the

54、 1950-1960, management of technology transfer from the Western developed countries, in particular the United States, the advanced management practices, technology, methods, and knowledge transfer to developing countries, then to the 1970-1980, because the United States economy and landslide, Japan a

55、nd European countries development of management technology, as well as the progress of developing countries, modern management technology transfer, multiple transfers. Not only is the United States advanced management techniques to developing countries, and Japan, the transfer of developed countries

56、 of Europe and other countries (including developing countries) will also be management technology to the United States transferred. In addition, Japan and France, are transferred between management technologies for developing countries, developing countries also transfer management technology with

57、each other. International States in management of technology transfer between several according to research from economists. 2.5 SWOT ProfileFirst Leader and the management of time is divided into three areas: 1）With technology as its core activities (such as planning and control);2）Social systems (

58、such as interpersonal relationships);3）System or external relations (such as legality), transfer system model figure.With technology as the core activities of the 1.Market2.Control system3.Produce systemOrganization management in social system 1.Interpersonal relation;2.Authority systemExternal rela

59、tionship management 1. Legal2. To various group having a delegate satisfaction3. Relationship between the Organization All the Organizations activities related to technology as the core variables, economic conditions, the impact of management policies; social systems within the organization affected

60、 by the socio-cultural factors restricting; system or external relations of the more under the influence of political, legal and economic factors. General conclusions can be drawn from this system, in technology as the core activities during the United States or other developed country enterprises h

61、ave many advanced management technology transfer to developing countries, or other developed countries. In dealing with external relations, Japan, Europe, and even developing countries have accumulated a wealth of experience can be transferred to the United States, but the people in the Organization

62、 of management understanding of the social system is rather superficial, there is no transfer of trends. Japans lifetime employment, age sequence wage practices cannot be moved directly to other countries. Technology transfers in inteonal business activities is also a management process, but because

63、 of the diversity of content management technology transfer, make the practice of transnational management more complex. Of those operating outside of race centers, considered their modus operandi is always right, appropriate, thereby diminishing the culture of the host country is becoming less and

64、less in line with international trends, and pay attention to national management integration, learn from each other more and more accepted by the multinationals, the adoption, at the same time, host country personnel in the role of the overseas subsidiaries in foreign countries and have also gradually strengthened.3. Project Objective and HypothesisBefore I develop a plan , I should know what my goal and objective is, and we also have to make a hypothesis on this plan.3.1 Project Goal and ObjectiveMy project aims to improve our managem