新疆電信跨（民族）文化管理研究
發(fā)布時(shí)間：2018-10-20 08:06
【摘要】：世界管理大師彼得·德魯克指出：“管理以文化為基礎(chǔ)。”作為營(yíng)造企業(yè)良好內(nèi)外部環(huán)境、提高企業(yè)經(jīng)營(yíng)管理水平、追求更好綜合效益的必要手段和先進(jìn)管理方法,企業(yè)文化建設(shè)正日益受到國(guó)內(nèi)外企業(yè)的重視和青睞。民族文化是組織文化和企業(yè)管理模式的前提和基礎(chǔ),將企業(yè)文化和民族文化有機(jī)結(jié)合起來,研究和探討民族地區(qū)跨(民族)文化企業(yè)中不同民族文化相互交融、碰撞、影響、作用的起因和結(jié)果,對(duì)于加強(qiáng)跨文化管理研究有著重要的學(xué)術(shù)價(jià)值。 民族地區(qū)企業(yè)的員工由不同民族構(gòu)成,不同民族在文化背景、思想觀念、宗教信仰、民族心理、教育水平、風(fēng)俗習(xí)慣等各個(gè)方面都存有較大差異,這種多元的價(jià)值觀念和信仰體系,既增加了企業(yè)的管理成本,又增強(qiáng)了企業(yè)的管理難度。因此,正確識(shí)別不同民族的文化差異,妥善解決民族文化沖突問題,真正實(shí)現(xiàn)跨(民族)文化管理,對(duì)于提升民族地區(qū)企業(yè)的核心競(jìng)爭(zhēng)力具有重要的現(xiàn)實(shí)意義。 本論文將以新疆電信為例,運(yùn)用荷蘭學(xué)者霍夫斯泰德的文化維度理論,分析民族地區(qū)企業(yè)因民族文化的根源不同、行為模式不同而導(dǎo)致的文化差異與文化沖突對(duì)提升企業(yè)核心競(jìng)爭(zhēng)力造成的各種影響,進(jìn)而得出民族地區(qū)企業(yè)必須重視多元文化差異,采取文化相容策略,從識(shí)別文化差異、跨文化溝通、跨文化理解、跨文化培訓(xùn)、建立共同的企業(yè)文化等方面對(duì)民族文化多樣性進(jìn)行有效管理的結(jié)論。
[Abstract]:Peter Drucker, the world's management guru, said: "Management is based on culture." As a necessary means and advanced management method to build a good internal and external environment, improve the level of business management, and pursue better comprehensive benefits, the construction of enterprise culture has been paid more and more attention and favor by domestic and foreign enterprises. National culture is the premise and foundation of organizational culture and enterprise management mode. Combining enterprise culture with national culture organically, this paper studies and discusses the blending, collision and influence of different national cultures in cross-cultural enterprises in ethnic areas. The cause and result of action have important academic value for strengthening the research of cross-cultural management. The employees of enterprises in ethnic areas are composed of different nationalities, and there are great differences among different nationalities in various aspects, such as cultural background, ideology, religious belief, national psychology, educational level, customs and habits, etc. This pluralistic system of values and beliefs not only increases the cost of management, but also enhances the difficulty of management. Therefore, it is of great practical significance to correctly identify the cultural differences of different nationalities, properly solve the problem of ethnic cultural conflict, and truly realize cross-cultural management for the promotion of the core competitiveness of enterprises in minority areas. This paper will take Xinjiang Telecom as an example, apply the theory of cultural dimension of Dutch scholar Hofstede, and analyze that the enterprises in minority areas are different from each other because of the origin of national culture. The cultural differences and cultural conflicts caused by different behavior patterns have a variety of effects on the promotion of enterprises' core competitiveness, and then the enterprises in minority areas must attach importance to multicultural differences, adopt cultural compatibility strategies, and identify cultural differences from the point of view of identifying cultural differences. Cross-cultural communication, cross-cultural understanding, cross-cultural training, the establishment of common corporate culture and other aspects of the effective management of national cultural diversity.
【學(xué)位授予單位】：北京郵電大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F270;F626
[Abstract]:Peter Drucker, the world's management guru, said: "Management is based on culture." As a necessary means and advanced management method to build a good internal and external environment, improve the level of business management, and pursue better comprehensive benefits, the construction of enterprise culture has been paid more and more attention and favor by domestic and foreign enterprises. National culture is the premise and foundation of organizational culture and enterprise management mode. Combining enterprise culture with national culture organically, this paper studies and discusses the blending, collision and influence of different national cultures in cross-cultural enterprises in ethnic areas. The cause and result of action have important academic value for strengthening the research of cross-cultural management. The employees of enterprises in ethnic areas are composed of different nationalities, and there are great differences among different nationalities in various aspects, such as cultural background, ideology, religious belief, national psychology, educational level, customs and habits, etc. This pluralistic system of values and beliefs not only increases the cost of management, but also enhances the difficulty of management. Therefore, it is of great practical significance to correctly identify the cultural differences of different nationalities, properly solve the problem of ethnic cultural conflict, and truly realize cross-cultural management for the promotion of the core competitiveness of enterprises in minority areas. This paper will take Xinjiang Telecom as an example, apply the theory of cultural dimension of Dutch scholar Hofstede, and analyze that the enterprises in minority areas are different from each other because of the origin of national culture. The cultural differences and cultural conflicts caused by different behavior patterns have a variety of effects on the promotion of enterprises' core competitiveness, and then the enterprises in minority areas must attach importance to multicultural differences, adopt cultural compatibility strategies, and identify cultural differences from the point of view of identifying cultural differences. Cross-cultural communication, cross-cultural understanding, cross-cultural training, the establishment of common corporate culture and other aspects of the effective management of national cultural diversity.
【學(xué)位授予單位】：北京郵電大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F270;F626
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