华沃水泥公司跨文化视角企业文化建设研究

发布时间：2018-09-03 13:38

【摘要】：随着科学技术的进步,市场经济全球化加速,各行业之间的核心技术差异越来越小,产品之间的差异越来越小,企业之间的竞争越来越激烈。企业之间的竞争除了体现在表面上的产品上,更重要的体现在企业管理和企业文化上。企业在迅速成长的过程中,执行全球化经营战略,必然面临跨文化管理。而跨文化管理面对的最大问题就是文化冲突。企业在跨国经营过程中追求利润最大化的持续发展,需要选用符合本企业特色的管理策略来解决跨文化冲突,以使企业员工内部达成共同的价值观和行为准则。本文通过作者的实际工作经历和调查研究,从跨文化视角,分析了一家具有48年历史的国有水泥厂被两家外国公司收购后的企业文化建设活动,通过分析对比,寻找现行企业文化建设落地实施的不足,并努力解决以下问题:(1)针对中国独特的文化元素和员工状况,在华外国企业应该制定怎样解决跨文化管理冲突;(2)在华外国企业如何通过跨文化企业文化建设融合,提高核心竞争力,从而使企业得以生存和发展。本文的研究结论主要有:(1)在华外国企业应高度重视东西方文化差异,充分认识跨文化冲突,改变强加战略模式。这也是外国公司在华投资成功的关键战略,在刚刚进入中国市场时就应该完全彻底地实施。(2)在华外国企业应把国外先进管理与中国国情相结合,提高员工归属感和积极性,用人文关怀提高企业凝聚力。(3)建立健全监督体制,提高全员参与企业文化建设积极性,建立简单、良好的内部沟关系,增强企业执行力,以争取在市场竞争中生存,从而达到企业的永续经营。
[Abstract]:With the progress of science and technology, the globalization of market economy accelerates, the core technology difference between different industries is becoming smaller and smaller, the difference between products is becoming smaller and smaller, and the competition between enterprises is becoming more and more fierce. The competition among enterprises is not only reflected in the products on the surface, but also in the management and culture of the enterprises. In the process of rapid growth, enterprises must face cross-cultural management when they implement global management strategy. And the biggest problem that cross-cultural management faces is cultural conflict. In order to achieve the sustainable development of profit maximization in the process of transnational operation, it is necessary to choose the management strategy which conforms to the characteristics of the enterprise to solve the cross-cultural conflict, so as to achieve common values and codes of conduct among the employees. Based on the author's practical work experience and investigation and research, this paper analyzes the corporate culture construction activities of a 48-year-old state-owned cement factory acquired by two foreign companies from the perspective of cross-culture. To find out the deficiencies in the implementation of the current corporate culture construction, and try to solve the following problems: (1) aiming at the unique cultural elements and employee status in China, Foreign enterprises in China should work out how to solve the conflict of cross-cultural management. (2) how to improve the core competitiveness of foreign enterprises through the cultural construction of cross-cultural enterprises in China, so as to enable enterprises to survive and develop. The main conclusions of this paper are as follows: (1) Foreign enterprises in China should attach great importance to the cultural differences between the East and the West, fully understand the cross-cultural conflict, and change the imposed strategic model. This is also a key strategy for foreign companies to successfully invest in China, and they should be fully and thoroughly implemented as soon as they enter the Chinese market. (2) Foreign enterprises in China should combine advanced foreign management with China's national conditions to enhance the sense of belonging and enthusiasm of their employees. (3) establish and improve the supervision system, improve the enthusiasm of the whole staff to participate in the construction of enterprise culture, establish a simple and good internal gutter relationship, strengthen the executive power of the enterprise, and strive for survival in the market competition. In order to achieve sustainable management of enterprises.
【学位授予单位】：青岛大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.71;F270

【参考文献】