發(fā)布時(shí)間：2018-04-01 15:12

  本文選題：跨文化管理　切入點(diǎn)：跨文化沖突　出處：《東華大學(xué)》2017年碩士論文

【摘要】：近年來隨著全球化進(jìn)程的加快,跨國企業(yè)的管理中由于文化沖突導(dǎo)致的問題越來越被大眾認(rèn)知和重視,企業(yè)管理的重點(diǎn)由運(yùn)營中的經(jīng)濟(jì)因素轉(zhuǎn)移到文化因素�？鐕�企業(yè)在管理中的經(jīng)營的過程是商品的買賣、跨國資本的投入以及技術(shù)的合作交流,但深層次是文化的沖突和融合過程。忽視了文化差異而導(dǎo)致生產(chǎn)經(jīng)營失敗的跨國公司的案例比比皆是。由此可見,研究跨國公司的跨文化管理是一個(gè)迫在眉睫的重要課題,希望通過此文在前人得出的跨文化管理(CROSS-CULTURE MANAGEMENT)的理論和實(shí)踐的基礎(chǔ)上,對(duì)此有新的認(rèn)識(shí)和發(fā)現(xiàn)。本文以WJ酒店設(shè)計(jì)公司作為研究對(duì)象,將跨文化管理方面的理論研究如霍夫斯泰德提出的文化維度理論和皮強(qiáng)斯的跨文化管理理論以及其他學(xué)者的相關(guān)理論作為鋪墊,通過對(duì)WJ酒店設(shè)計(jì)公司員工的深入訪談和和公司內(nèi)部員工信息及調(diào)查問卷的整理和總結(jié),了解和發(fā)現(xiàn)公司存在的跨文化問題,從公司經(jīng)營理念、經(jīng)營目標(biāo)、溝通方式、管理手段等方面尋找企業(yè)內(nèi)存在的管理問題的根源即文化差異,分析產(chǎn)生文化沖突的原因,并在此基礎(chǔ)上提出管理措施。WJ酒店設(shè)計(jì)公司是一個(gè)年輕的跨文化企業(yè),他在過去的幾年中取得驕人的成績實(shí)屬不易,現(xiàn)如今又發(fā)展擴(kuò)大到海外市場,在未來它將更好的解決跨文化管理中的難題并總結(jié)管理教訓(xùn)和經(jīng)驗(yàn),將其作為未來發(fā)展戰(zhàn)略的指導(dǎo)方針。通過大量查閱有關(guān)文化沖突的文獻(xiàn)書稿,結(jié)合問卷調(diào)查和深度訪談對(duì)WJ酒店設(shè)計(jì)公司存在的跨文化管理問題進(jìn)行了梳理,并對(duì)數(shù)據(jù)進(jìn)行SPSS分析企業(yè)員工溝通方式、管理員工的管理風(fēng)格、企業(yè)內(nèi)部培訓(xùn)的有效性和人力資源管理現(xiàn)狀等因素,發(fā)現(xiàn)WJ酒店設(shè)計(jì)公司存在中西方文化的差異。本文最后總結(jié)出在跨文化管理上中存在的幾個(gè)問題:第一,沒有充分認(rèn)識(shí)到文化差異的存在。第二,缺乏化解文化沖突和矛盾能力。第三,缺乏跨文化管理人才。第四,人力資源國際化管理水平落后。第五,缺乏對(duì)員工跨文化系統(tǒng)培訓(xùn)。本文反應(yīng)了WJ酒店設(shè)計(jì)公司在跨文化沖突中存在的管理問題,希望對(duì)同類企業(yè)的跨文化管理的改善和提高有指導(dǎo)幫助作用,希望對(duì)后續(xù)的跨文化管理研究也有啟示作用�？鐕�企業(yè)在文化沖突的管理上的確面對(duì)很多問題和挑戰(zhàn),但這樣的局面和情況是短暫一時(shí)的,管理者在經(jīng)營過程中發(fā)現(xiàn)問題并認(rèn)識(shí)到不足,最后終將找到解決問題的方案和方法。跨文化沖突是現(xiàn)今國際化進(jìn)程中不可逾越和避免的問題,但對(duì)于跨文化企業(yè)這既是挑戰(zhàn)也是機(jī)遇�？缥幕�企業(yè)能夠足夠認(rèn)識(shí)和重視企業(yè)中存在的文化差異,并熟練掌握解決文化沖突和矛盾的管理方法,在沖突中構(gòu)建新的管理模式,積極有效的解決文化沖突帶來的問題,將增加企業(yè)在國際競爭中的競爭力,并在跨國經(jīng)營中取得成功。
[Abstract]:In recent years, with the acceleration of the globalization process, the problems caused by cultural conflicts in the management of multinational enterprises have been more and more recognized and taken seriously by the public. The emphasis of business management is shifted from the economic factor in operation to the cultural factor. The process of management of multinational enterprises is the sale of commodities, the investment of transnational capital and the cooperative exchange of technology. However, the deep level is the process of culture conflict and integration. There are many cases of multinational corporations that ignore the cultural differences and cause the failure of production and management. Thus, it is an urgent and important topic to study the cross-cultural management of transnational corporations. On the basis of the theory and practice of CROSS-CULTURE MANAGEMENT, we hope to have a new understanding and discovery in this paper. In this paper, WJ Hotel Design Company is taken as the research object. The theoretical research of cross-cultural management, such as the theory of cultural dimension put forward by Hofstedt, the theory of cross-cultural management by Petrons, and the relevant theories of other scholars, are used as the paves. Through the in-depth interview of WJ hotel design company staff and the collation and summary of the internal employee information and questionnaire, we can understand and find out the cross-cultural problems in the company, from the company's business philosophy, business objectives, communication methods. On the basis of analyzing the causes of the cultural conflict, the author puts forward the management measures. WJ Hotel Design Company is a young cross-cultural enterprise. His impressive achievements in the past few years have not been easy, and now he is expanding into overseas markets, and in the future it will be better able to solve the problems of cross-cultural management and to sum up management lessons and experiences. It is regarded as the guideline of the future development strategy. By consulting a large number of documents about cultural conflict, combining with questionnaire survey and in-depth interview, this paper combs the cross-cultural management problems existing in WJ Hotel Design Company. The data are analyzed by SPSS, such as communication style, management style, the effectiveness of internal training and the current situation of human resource management, and so on. We find that WJ Hotel Design Company has the differences between Chinese and Western cultures. Finally, this paper summarizes several problems in cross-cultural management: first, not fully aware of the existence of cultural differences. Lack of ability to resolve cultural conflicts and contradictions. Third, lack of cross-cultural management personnel. Fourth, backward level of international management of human resources. Fifth, This paper reflects the management problems in the cross-cultural conflict of WJ Hotel Design Company, hoping to be helpful to the improvement and improvement of cross-cultural management of similar enterprises. It is hoped that it will also enlighten the follow-up cross-cultural management research. Multinational enterprises do face a lot of problems and challenges in the management of cultural conflicts, but this situation and situation is short-lived. In the course of management, managers discover problems and recognize deficiencies, and eventually find solutions and solutions. Cross-cultural conflict is an insurmountable and unavoidable problem in the process of internationalization today. However, for cross-cultural enterprises, this is both a challenge and an opportunity. Cross-cultural enterprises can recognize and attach importance to the cultural differences in the enterprises, master the management methods to solve the cultural conflicts and contradictions, and construct a new management model in the conflict. Actively and effectively solving the problems caused by cultural conflicts will increase the competitiveness of enterprises in international competition and achieve success in transnational management.
【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F719.2

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