安通林公司跨文化管理研究

发布时间：2019-05-18 07:48

【摘要】：在全球经济一体化大背景下,各公司由于利益的驱使,想方设法开拓市场份额,寻找更低成本的生产基地是必然选择。安通林公司跟随客户一同来华设厂,其中跨文化问题在日常运营管理中越来越凸显。跨文化的冲突结果有两种：一种是融合失败,另一种是整合与融合。建立有特色文化管理的工作体系制度,确保公司和经营绩效卓有成效的成长,是跨文化管理的意义之所在。从演化进程来看,外资企业跨文化建设整体上分为三个不同阶段：冲突阶段、融合阶段与和谐阶段。冲突阶段是指文化冲突,这时相互寻找交集就成为必然。融合阶段,这是外资公司跨文化管理的难点,因为大家的成长、教育历程不一样,形成的宗教信仰、工作哲学也相迥然,所以在日常工作上,出现互不认同对方就不可避免。建立共同的价值观体系,促外来文化与本土文化有机融合在一起,是外资企业实施有效的跨文化管理的前提和支柱。和谐阶段就是培养跨文化整体意识,进行文化交流培训,相互尊重,形成跨文化和谐氛围。具体体现为公司员工满意度高、忠诚度高,从而达到外资企业进行跨文化管理的长久、高效管理的特征。文化融合过程是潜移默化的,中外双方员工均在受到对方文化的影响,开始时双方的改变都很难,或者说改变的意愿都不高。如何打破常规,既适应本土化发展需求,又能兼顾外来文化的行为思想,从而在跨文化建设管理中,形成一种和谐状态,无疑是符合劳资双方利益的。安通林公司在华的发展,在文化建设上,推崇以本土文化为主导,如公司一般会首先尊重中方员工想法与建议,同时也考虑、顾及母国西班牙派遣人员的切身利益与感受。在保证企业安全运行、持续稳定增长的大前提下,安通林公司的外方高层管理人员与中方中高层、员工之间,相互尊重,互相学习,形成良好的工作氛围,这种和谐的现象与大家的让步与努力是有着千丝万缕关系的,这是促进双方文化发生熔化、交融的过程。西方管理方法强调制度和规则,中方管理方式更多是采取了合作的策略,注重保持与员工私人良好关系的发展。如果两种文化特征各取所长,各取所需,高度融合在一起,既强化企业管理制度文化理念,同时也提倡团队合作意识,势必达到理想的状态。安通林公司在跨文化管理中提供一个公开的平台,在寻找共同价值观的同时,公平、客观、合理地分析、识别、整合文化差异,企业文化融合路线能改善、减少甚至消除外来文化与本土文化的相互冲突,从而创造适合跨文化建设的科学管理模式,使安通林公司能摆脱“水土不服”的被动局面,更好开展中国特色的跨文化管理。同时也为中国实施“一水一路”战略,跨国企业向世界范围发展给予借鉴。
[Abstract]:Under the background of global economic integration, it is an inevitable choice for companies to try their best to open up market share and find a lower cost production base because of the drive of interests. Antunlin Company follows customers to set up factories in China, in which cross-cultural issues are becoming more and more prominent in daily operation and management. There are two kinds of cross-cultural conflicts: one is fusion failure, the other is integration and integration. It is the significance of cross-cultural management to establish a working system with characteristic cultural management to ensure the effective growth of company and business performance. From the perspective of evolution, the cross-cultural construction of foreign-funded enterprises can be divided into three different stages: conflict stage, fusion stage and harmony stage. The stage of conflict refers to cultural conflict, at which time it is inevitable to find intersection with each other. In the integration stage, this is a difficult point in the cross-cultural management of foreign companies. Because of the different growth and educational process, the religious beliefs and working philosophy are also very different, so it is inevitable to disagree with each other in their daily work. Establishing a common system of values and promoting the organic integration of foreign culture and local culture is the premise and pillar of effective cross-cultural management in foreign-funded enterprises. The harmonious stage is to cultivate cross-cultural awareness, carry out cultural exchange and training, respect each other, and form a cross-cultural harmonious atmosphere. It is embodied in the high satisfaction and loyalty of employees, so as to achieve the characteristics of long-term and efficient management of cross-cultural management in foreign-funded enterprises. The process of cultural integration is imperceptible. Both Chinese and foreign employees are influenced by each other's culture. At the beginning, it is very difficult for both sides to change, or the willingness to change is not high. How to break the routine, not only adapt to the needs of localization development, but also take into account the behavior thought of foreign culture, so as to form a harmonious state in the cross-cultural construction management, which is undoubtedly in the interests of both employers and employees. The development of Antunlin in China, in terms of cultural construction, advocates local culture as the leading factor. For example, the company will first respect the ideas and suggestions of Chinese employees, and at the same time consider taking into account the vital interests and feelings of the home country and Spain. On the premise of ensuring the safe operation and sustained and stable growth of the enterprise, the senior foreign managers of Antunlin Company and the middle and senior management of the Chinese side respect each other, learn from each other, and form a good working atmosphere. This harmonious phenomenon is inextricably linked to everyone's concessions and efforts, which is a process of promoting the melting and blending of the cultures of the two sides. Western management methods emphasize systems and rules, and Chinese management methods adopt more cooperative strategies and pay attention to the development of good personal relations with employees. If each of the two cultural characteristics takes advantage of each other, each takes what is needed and is highly integrated together, which not only strengthens the cultural concept of enterprise management system, but also advocates the sense of teamwork, which is bound to achieve an ideal state. An Tonglin Company provides an open platform in cross-cultural management, while looking for common values, fair, objective and reasonable analysis, identification and integration of cultural differences, corporate cultural integration route can be improved. Reduce or even eliminate the conflict between foreign culture and local culture, so as to create a scientific management model suitable for cross-cultural construction, so that Antunlin Company can get rid of the passive situation of "water and soil disobedience" and better carry out cross-cultural management with Chinese characteristics. At the same time, it also provides a reference for China to implement the "Water Road" strategy and the development of multinational enterprises to the world.
【学位授予单位】：广西师范大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F416.471;F270

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