發(fā)布時(shí)間：2018-04-22 07:33

  本文選題：文化差異 + 跨文化管理��； 參考：《南京理工大學(xué)》2014年碩士論文

【摘要】：隨著經(jīng)濟(jì)全球化步伐的加快,跨國(guó)企業(yè)在經(jīng)營(yíng)管理過(guò)程中勢(shì)必會(huì)受到多元文化的影響,企業(yè)內(nèi)出現(xiàn)文化碰撞和沖突,而最終影響到企業(yè)戰(zhàn)略發(fā)展目標(biāo)的實(shí)現(xiàn)。因此,有效的跨文化管理對(duì)企業(yè)的發(fā)展意義重大,甚至關(guān)系到跨國(guó)經(jīng)營(yíng)的生死存亡。構(gòu)建何種企業(yè)文化來(lái)跨越文化差異引起的障礙并提高企業(yè)競(jìng)爭(zhēng)力,是跨國(guó)企業(yè)急需解決的問(wèn)題,所以開展企業(yè)跨文化管理的研究就顯得極為重要。 鑒于此,筆者結(jié)合自己所處的揚(yáng)子石化-巴斯夫有限責(zé)任公司(簡(jiǎn)稱YB公司)的實(shí)際案例,認(rèn)為需要對(duì)其跨文化管理出現(xiàn)的問(wèn)題進(jìn)行研究,論述文化差異對(duì)公司管理實(shí)踐的影響并提出相應(yīng)的管理策略。本文首先介紹了文化與跨文化相關(guān)理論,闡述了研究的理論依據(jù)及研究框架。在對(duì)YB公司跨文化進(jìn)行管理的環(huán)境條件下以及針對(duì)中國(guó)與德國(guó)之間企業(yè)文化進(jìn)行分析對(duì)比的基礎(chǔ)之上,實(shí)施具體的案例分析和一系列的調(diào)查問(wèn)卷,運(yùn)用定量和定性相結(jié)合的辦法對(duì)YB公司跨文化管理中存在的問(wèn)題進(jìn)行了深入探究。通過(guò)歸納分析,研究發(fā)現(xiàn)并證實(shí)中德雙方員工在工作理念、價(jià)值觀念、組織溝通、管理模式、思維方式、培訓(xùn)及激勵(lì)方式等方面存在明顯差異。針對(duì)上述文化差異,建議YB公司通過(guò)樹立正確的跨文化進(jìn)行管理的新型管理理念、對(duì)公司的人力資源管理進(jìn)行創(chuàng)新管理、建立健全公司內(nèi)部的規(guī)章制度、對(duì)跨文化的差異進(jìn)行強(qiáng)化培訓(xùn)、實(shí)施高效文化溝通機(jī)制、實(shí)行本土化管理策略等方法提升跨文化管理技能,減少跨文化沖突。
[Abstract]:With the acceleration of the pace of economic globalization, multinational enterprises are bound to be affected by multiculturalism in the process of operation and management. There are cultural collisions and conflicts within the enterprises, which ultimately affect the realization of the strategic development goals of enterprises. Therefore, effective cross-cultural management is of great significance to the development of enterprises, and even related to the survival of transnational management. What kind of corporate culture should be constructed to overcome the obstacles caused by cultural differences and improve the competitiveness of enterprises is an urgent problem for multinational enterprises, so it is very important to carry out the research on cross-cultural management of enterprises. In view of this, combining with the actual case of Yangzi Petrochemical Company-BASF Co., Ltd. (YB Company for short), the author thinks that it is necessary to study the problems in its cross-cultural management. This paper discusses the influence of cultural differences on corporate management practice and puts forward corresponding management strategies. This paper first introduces the theories of culture and cross-culture, and expounds the theoretical basis and framework of the research. On the basis of the analysis and comparison of corporate culture between China and Germany under the condition of cross-cultural management of YB Company, a specific case study and a series of questionnaires were carried out. The problems in cross-cultural management of YB Company are deeply explored by combining quantitative and qualitative methods. Through induction and analysis, it is found that there are obvious differences between Chinese and German employees in work concept, value concept, organizational communication, management mode, thinking mode, training and incentive mode and so on. In view of the above cultural differences, it is suggested that YB Company should establish a new management concept of correct cross-cultural management, carry out innovative management of the company's human resources management, and establish and improve the internal rules and regulations of the company. To strengthen the training of cross-cultural differences, to implement efficient cultural communication mechanism, and to implement local management strategies to improve cross-cultural management skills and reduce cross-cultural conflicts.
【學(xué)位授予單位】：南京理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F270;F416.72

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