F公司跨文化管理案例研究

发布时间：2018-06-24 01:19

本文选题：跨文化 + 外资企业　；参考：《广东外语外贸大学》2015年硕士论文

【摘要】：在经济全球化的背景下,各国企业纷纷实施跨国经营战略,以寻找更优的企业资源,最终达到获取更多利润的经营目的。跨国经营战略一方面使得跨国公司获得多途径发展,另一方面因为不同国家的文化存在差异,致使在跨国企业的发展中出现了多元文化的冲突与融合现象。因此,跨文化管理也成为了跨国企业经营成功的关键,近年来逐渐受到跨国企业的关注。中国是一个发展中国家,高速发展的经济、巨大的市场潜力、廉价的劳动力资源,都令中国成为最具吸引力的外商投资目的地。这些外资企业需要采取跨文化管理方法来获得在中国的良好经营。所以,了解跨文化管理的一般理论演进和识别文化冲突,以及根据公司实际情况选择适宜的跨文化管理策略,对于我国外资企业在中国投资取得成功具有十分重要的意义。F公司是一家美商独资的香港公司,是全球领先的医药用品生产商之一,总部设在香港,拥有一家子公司在广州。F公司成立于1995年,经过多年的努力,人员规模不断扩大。但近几年来,管理干部与员工之间因文化差异而产生的各种跨文化问题日益增多,员工的离职率不断攀升,公司的人力资源本土化成效不明显。本文主要结合跨文化管理的相关理论,从人力资源的角度,用案例研究的方法,在对F公司在中国的管理现状分析基础上,对F公司在中国的跨文化管理问题进行了剖析,并且引用了一些跨文化管理冲突的案例说明了跨文化管理在外资企业经营管理过程中的重要性,并在这些分析的基础上提出了F公司跨文化管理问题的解决方案,以将不同背景在价值观、思维方式、习惯作风等方面有很大差异的员工凝聚起来,提高工作效率,进而提高企业综合效益。
[Abstract]:Under the background of economic globalization, enterprises all over the world have implemented transnational management strategies in order to find better enterprise resources and finally achieve the purpose of obtaining more profits. On the one hand, transnational management strategy makes multinational corporations obtain multi-way development, on the other hand, because of the different cultures of different countries, there is a phenomenon of multiculturalism conflict and integration in the development of multinational enterprises. Therefore, cross-cultural management has become the key to the success of multinational enterprises. China is a developing country with a rapidly developing economy, huge market potential and cheap labor resources, all of which make China the most attractive destination for foreign investment. These foreign-funded enterprises need to adopt cross-cultural management to obtain good operation in China. Therefore, to understand the general theory of cross-cultural management evolution and identify cultural conflicts, and according to the actual situation of the company to choose appropriate cross-cultural management strategy, F is a wholly American company in Hong Kong and is one of the leading pharmaceutical manufacturers in the world, with its headquarters in Hong Kong. Has a subsidiary in Guangzhou. F company was founded in 1995, after many years of efforts, the scale of personnel continues to expand. However, in recent years, there are more and more cross-cultural problems caused by cultural differences between management cadres and employees, the rate of staff turnover is rising, and the results of localization of human resources are not obvious. This paper mainly combines the theory of cross-cultural management, from the point of view of human resources, with the method of case study, on the basis of the analysis of the current situation of F Company in China, analyzes the cross-cultural management of F Company in China. Some cases of cross-cultural management conflict are cited to illustrate the importance of cross-cultural management in the process of management of foreign-funded enterprises, and on the basis of these analyses, a solution to the cross-cultural management problem of company F is put forward. In order to gather the employees with different backgrounds in the aspects of values, ways of thinking, habits and style of work, the efficiency of work can be improved, and then the comprehensive benefit of the enterprise can be improved.
【学位授予单位】：广东外语外贸大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F416.72

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