Under the Multicultural Background of Management Methods

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北京外國

2、語大學(xué)網(wǎng)絡(luò)教育學(xué)院學(xué)士學(xué)位論文誠信聲明本人鄭重聲明： 所呈交的學(xué)士學(xué)位論文，是本人在導(dǎo)師的指導(dǎo)下，獨立進行研究工作所取得的成果。論文所涉及的項目為本人親自負責(zé)或者參與實施的項目。除文中已經(jīng)注明引用的內(nèi)容外，本論文不含任何其他個人或集體已經(jīng)發(fā)表或撰寫過的作品成果。本人完全了解本聲明的法律結(jié)果由本人承擔(dān)。學(xué)士學(xué)位論文作者簽名：錢麗君 日期：2011 年 5 月 30 日摘要無論是進行國際經(jīng)營活動，還是完成國際企業(yè)的戰(zhàn)略目標(biāo)以及在競爭中獲得勝利，都需要人力資源管理的保障。通過對一些資料的研究分析發(fā)現(xiàn)國際企業(yè)經(jīng)營的任何問題，歸根到底都要落實到人，或者是有人去創(chuàng)造，或者必須有人來解決。所以，把適當(dāng)?shù)娜嗽?/p>

3、適當(dāng)?shù)臅r間安排到適當(dāng)?shù)奈恢蒙?，便成為企業(yè)成敗的關(guān)鍵。 現(xiàn)在，我們無時無刻不感覺到人力資源的多樣性和復(fù)雜性已成為了組織不可回避的事實，組織的跨文化管理、企業(yè)人力資源管理越來越難以步調(diào)一致。又因為已走出國門和正準(zhǔn)備走出國門的企業(yè)急需要經(jīng)驗的支持，在這個過程中，已經(jīng)出現(xiàn)了極度保守、非理性行為、溝通中斷等系列的嚴重現(xiàn)象，導(dǎo)致了企業(yè)交易成本的迅速上升。然而，中國經(jīng)濟的發(fā)展，走向世界的腳步不能緩慢，這就要求我們高度重視人力資源的跨文化管理，解決跨文化管理過程中所遇到的難題。 國際商務(wù)活動的人力資源管理包括對管理者的管理和對員工的管理兩個方面。但是由于國際經(jīng)營存在著不同民族、不同文化背景的交叉現(xiàn)象，因而使人

4、力資源管理較為復(fù)雜。在跨國公司子公司的工作人員必須扮演多元化的角色，起著溝通兩種文化橋梁的作用。他們還必須在不同的文化環(huán)境和不同的文化背景下，指導(dǎo)和協(xié)調(diào)經(jīng)營活動。在這一過程中，子公司所選派的人員個性、素質(zhì)、經(jīng)歷和對東道國語言、文化的熟練程度和對環(huán)境的適應(yīng)性成為很重要的影響因素，對管理人員的選拔培訓(xùn)等也尤為突出。除此之外，企業(yè)在國際經(jīng)營中還會感到各國工人素質(zhì)、勞資關(guān)系和管理形式方面都存在很大的不同之處，這些都是國際商務(wù)活動中的人力資源管理的獨特的地方。我們都知道跨國企業(yè)與真正的國內(nèi)企業(yè)在文化上的主要區(qū)別，是前一個隨著對國外的投資，必須直接和當(dāng)?shù)氐奈幕涣?；后一個是僅僅涉及一國或者一個民族的文化。

5、本文主要通過在多元文化背景下針對文化差異與文化適應(yīng)、管理的轉(zhuǎn)移、參與管理和多元文化和人力資源計劃這四個方面進行分析。關(guān)鍵詞：差異； 適應(yīng)； 轉(zhuǎn)換 ；人力資源 ；管理計劃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 relationship management 1. legal2. to various group having a delegate satisfaction3. relationship