華沃水泥公司跨文化視角企業(yè)文化建設(shè)研究
發(fā)布時間：2018-09-03 13:38
【摘要】：隨著科學(xué)技術(shù)的進步,市場經(jīng)濟全球化加速,各行業(yè)之間的核心技術(shù)差異越來越小,產(chǎn)品之間的差異越來越小,企業(yè)之間的競爭越來越激烈。企業(yè)之間的競爭除了體現(xiàn)在表面上的產(chǎn)品上,更重要的體現(xiàn)在企業(yè)管理和企業(yè)文化上。企業(yè)在迅速成長的過程中,執(zhí)行全球化經(jīng)營戰(zhàn)略,必然面臨跨文化管理。而跨文化管理面對的最大問題就是文化沖突。企業(yè)在跨國經(jīng)營過程中追求利潤最大化的持續(xù)發(fā)展,需要選用符合本企業(yè)特色的管理策略來解決跨文化沖突,以使企業(yè)員工內(nèi)部達成共同的價值觀和行為準(zhǔn)則。本文通過作者的實際工作經(jīng)歷和調(diào)查研究,從跨文化視角,分析了一家具有48年歷史的國有水泥廠被兩家外國公司收購后的企業(yè)文化建設(shè)活動,通過分析對比,尋找現(xiàn)行企業(yè)文化建設(shè)落地實施的不足,并努力解決以下問題:(1)針對中國獨特的文化元素和員工狀況,在華外國企業(yè)應(yīng)該制定怎樣解決跨文化管理沖突;(2)在華外國企業(yè)如何通過跨文化企業(yè)文化建設(shè)融合,提高核心競爭力,從而使企業(yè)得以生存和發(fā)展。本文的研究結(jié)論主要有:(1)在華外國企業(yè)應(yīng)高度重視東西方文化差異,充分認識跨文化沖突,改變強加戰(zhàn)略模式。這也是外國公司在華投資成功的關(guān)鍵戰(zhàn)略,在剛剛進入中國市場時就應(yīng)該完全徹底地實施。(2)在華外國企業(yè)應(yīng)把國外先進管理與中國國情相結(jié)合,提高員工歸屬感和積極性,用人文關(guān)懷提高企業(yè)凝聚力。(3)建立健全監(jiān)督體制,提高全員參與企業(yè)文化建設(shè)積極性,建立簡單、良好的內(nèi)部溝關(guān)系,增強企業(yè)執(zhí)行力,以爭取在市場競爭中生存,從而達到企業(yè)的永續(xù)經(jīng)營。
[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.
【學(xué)位授予單位】：青島大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.71;F270
本文編號：2220128
[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.
【學(xué)位授予單位】：青島大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.71;F270
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