隨著改革開放的持續(xù)推進(jìn)和經(jīng)濟(jì)的高速發(fā)展,自1984年改革開放以來,中國每年都吸引大量外商投資。統(tǒng)計(jì)數(shù)據(jù)顯示在中國投資的外國企業(yè)在中國的公司內(nèi)部也會(huì)出現(xiàn)多種不同文化背景的員工,形成跨文化的企業(yè)管理環(huán)境。企業(yè)在進(jìn)行跨國經(jīng)營時(shí),要面對和權(quán)衡母國文化、東道國文化、企業(yè)文化、個(gè)體文化等幾種有差異的文化,不同文化間的差異越大,企業(yè)受到的異質(zhì)文化沖突就越大。因此跨國經(jīng)營即是一個(gè)經(jīng)濟(jì)活動(dòng),也是一個(gè)社會(huì)文化活動(dòng),文化差異的存在對跨國公司既有積極影響,也會(huì)有負(fù)面影響。固跨國公司如何進(jìn)行跨文化管理從而避免文化差異和沖突帶來的負(fù)面影響已成為跨國企業(yè)共同面對的問題。本文通過大量查閱國內(nèi)外關(guān)于跨文化管理相關(guān)文獻(xiàn)做為理論基礎(chǔ),選擇GP中國公司作為研究對象,結(jié)合公司由于文化差異出現(xiàn)的文化沖突的具體表現(xiàn)及影響,從文化價(jià)值觀認(rèn)知,管理理念與工作方式的差異,跨文化溝通、人力資源制度等方面對公司管理人員進(jìn)行訪談,和對員工進(jìn)行問卷調(diào)查,分析沖突產(chǎn)生的原因。最后文章從開展組織文化建設(shè),建立跨文化管理的有效模式以及實(shí)施全球化和本土化相結(jié)合的措施等方面對GP中國的跨文化管理提出改善建議和措施。以通過這些措施的實(shí)施改善GP中國的跨文化... 

【文章來源】：廣東外語外貿(mào)大學(xué)廣東省

【文章頁數(shù)】：79 頁

【學(xué)位級別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
Chapter Ⅰ Introduction
    1.1 Research Background
    1.2 The significance and Objective of the Research
    1.3 Research idea and method
    1.4 Research Construction
Chapter Ⅱ Literature Review
    2.1 Relevant Concept Definition
        2.1.1 What is culture
        2.1.2 Culture Conflict
        2.1.3 Cross-culture Management
    2.2 Theory Review of Cross-culture Management
        2.2.1 Hofstede’s Five Culture Dimension Theory
        2.2.2 Klukhohm and Strodtbecks’ Six Theories of Value Orientation
        2.2.3 Hall’s High Context and Low Context Theory
        2.2.4 Nancy·J·Adler’s Culture Conflict and Harmonization Theory
Chapter Ⅲ Case Description
    3.1 GP Company Introduction
    3.2 GP Company Mission and Core Value
    3.3 GPC Organization Chart
    3.4 GPC Cross-culture Management Status and Problems
        3.4.1 Current Status
        3.4.2 Problems
Chapter Ⅳ Case Analysis
    4.1 Interview
        4.1.1 Interview Object
        4.1.2 Interview Design
        4.1.3 Descriptive analysis of interview samples
    4.2 The Questionnaire Survey
        4.2.1 Survey Purpose and Object
        4.2.2 Questionnaire Design
        4.2.3 Reliability and Validity of the questionnaire
        4.2.4 Descriptive Analysis of Questionnaire
        4.2.5 Analysis to the Influence of Personnel Characteristics on Questionnaire scores
        4.2.6 Analysis of questionnaire score data
    4.3 Summarize on the Interview and Questionnaire
    4.4 Analysis of cross cultural management issues
        4.5.1 Analysis of the differences of Values and Conflicts
        4.5.2 Analysis of Management Concept and Work Style conflict
        4.5.3 Analysis of Cross-culture communication problems
        4.5.4 Analysis on HR Policy problem
Chapter Ⅴ Suggestions
    5.1 Establishing an Effective Cross-cultural Management Model
        5.1.1 Optimization of Organizational Structure
        5.1.2 Analysis and Identification of Cultural Differences
        5.1.3 Forming the management Concept of cross-culture Corporation
    5.2 Cultural Integration
        5.2.1 Culture Synergism
        5.2.2 Cultivating Common Corporation Core Values
    5.3 Integration of globalization and localization
        5.3.1 HR Policy Globalization and Localization Integrate
        5.3.2 Talents Localization
        5.3.3 Establish Effective Talents Incentive Measures
    5.4 Cross-cultural training
        5.4.1 Time Arrangement for Cross-culture Training
        5.4.2 Cross-cultural Training Content Design
        5.4.3 Selection of Cross-cultural training methods
Chapter Ⅵ Conclusion and Prospect
    6.1 Conclusion
    6.2 Limitation of the Research
    6.3 Prospective of Further Research
REFERENCES
APPENDIX



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