在經(jīng)濟(jì)日益全球化的今天,中國(guó)必須了解和融入世界。為了更好地跟中國(guó)人打交道,世界也需要了解中國(guó)及其獨(dú)特的文化。指導(dǎo)管理活動(dòng)的管理倫理是文化的一種體現(xiàn)。不同國(guó)家由于文化差異必然會(huì)產(chǎn)生不盡相同的管理倫理。研究不同國(guó)家企業(yè)間管理倫理的異同能夠幫助我們透視出這些國(guó)家文化上的差異。長(zhǎng)期在中國(guó)人的意識(shí)形態(tài)中占主導(dǎo)地位的儒家思想對(duì)中日韓等東方國(guó)家都有很深的影響。研究其影響對(duì)于揚(yáng)長(zhǎng)避短、去粗存精地繼承和發(fā)揚(yáng)傳統(tǒng)文化中的優(yōu)秀部分、建立東方特色的管理倫理不無(wú)裨益。 本文利用西方有關(guān)管理倫理的理論,通過個(gè)案研究比較中日企業(yè)管理倫理中行為準(zhǔn)則的異同,從跨文化的角度分析儒家思想中最具代表性和真實(shí)性的孔子可用于管理的思想對(duì)中日企業(yè)管理倫理的積極影響,并通過比較、分析其異同以透視這兩國(guó)在文化上的某些差異。 根據(jù)管理及管理倫理的定義和西方的利益相關(guān)者論等理論,本文提出了考察管理倫理的五個(gè)重要方面:即一般指導(dǎo)原則、人力資源管理、客戶關(guān)系管理、領(lǐng)導(dǎo)藝術(shù)和企業(yè)社會(huì)責(zé)任等。同時(shí),結(jié)合本文濃縮的孔子可用于管理倫理的“德”、“仁”、“忠恕”、“義”以及“正己正人”等五個(gè)方面的重要思想,本文建立了一個(gè)用...

【文章頁(yè)數(shù)】：87 頁(yè)

【學(xué)位級(jí)別】：碩士

【文章目錄】：
摘要
ABSTRACT
ACKNOWLEDGEMENTS
TABLE OF CONTENTS
CHAPTER 1 INTRODUCTION
    1.1 REASONS FOR THE STUDY
    1.2 PURPOSES OF THE STUDY
    1.3 ORGANIZATION OF THE THESIS
CHAPTER 2 LITERATURE REVIEW
    2.1 MANAGERIAL ETHICS
        2.1.1 Definition of Ethics and Managerial Ethics
        2.1.2 Perspectives on Managerial Ethics
        2.1.3 Stakeholder Theory and CSR
        2.1.4 Factors Affecting Managerial Ethics and Approaches to its Improvement
    2.2 HOFSTEDE’S CULTURAL DIMENSIONS
        2.2.1 Definition of Culture
        2.2.2 Hofstede’s Five Dimensions of Culture
    2.3 CONFUCIANISM AND ITS DEVELOPMENT IN CHINA AND JAPAN
        2.3.1 Definition of Confucianism
        2.3.2 Development of Confucianism in China
        2.3.3 Spread of Confucianism in Japan
CHAPTER 3 RESEARCH METHODOLOGY
    3.1 RESEARCH OBJECTIVES
    3.2 THEORETICAL FRAMEWORKS
    3.3 CASE STUDY AND COMPARATIVE ANALYSIS
    3.4 FRAMEWORK OF THE STUDY
CHAPTER 4 CONFUCIUS’IDEAS RELATED TO MANAGERIAL ETHICS
    4.1 ETHICS FOR GENERAL MANAGEMENT: MANAGING BY VIRTUE
    4.2 ETHICS FOR HRM: MANAGING BY HUMANITY
    4.3 ETHICS FOR CRM: WINNING CUSTOMERS BY L & F
    4.4 ETHICS FOR LEADERSHIP: LEADING BY EXAMPLE
    4.5 ETHICS FOR CSR: UNITING RIGHTEOUSNESS AND INTERESTS
CHAPTER 5 A STUDY OF HAIER’S AND PANASONIC’S MANAGERIAL ETHICS
    5.1 HAIER’S MANAGERIAL ETHICS
        5.1.1 Profile of Haier
        5.1.2 Haier’s Code of Conduct
            5.1.2.1 Ethics for General Management: Managing by Virtue
            5.1.2.2 Ethics for HRM: Managing by Humanity
            5.1.2.3 Ethics for CRM: Winning Customers by L & F
            5.1.2.4 Ethics for Leadership: Leading by Example
            5.1.2.5 Ethics for CSR: Uniting Righteousness and Interests
    5.2 PANASONIC’S MANAGERIAL ETHICS
        5.2.1 Profile of Panasonic
        5.2.2 Panasonic’s Code of Conduct
            5.2.2.1 Ethics for General Management: Managing by Virtue
            5.2.2.2 Ethics for HRM: Humanity, Loyalty and Harmony
            5.2.2.3 Ethics for CRM: Winning Customers by L & F
            5.2.2.4 Ethics for leadership: Leading by Example
            5.2.2.5 Ethics for CSR: Uniting Righteousness and Interests
    5.3 SIMILARITIES IN HAIER’S AND PANASONIC’S CODES OF CONDUCT
    5.4 DIFFERENCES IN CODES OF CONDUCT AND IN CULTURES REFLECTED
CHAPTER 6 CONCLUSIONS AND SUGGESTIONS
    6.1 CONCLUSION
    6.2 LIMITATIONS OF THE STUDY
    6.3 SUGGESTIONS FOR FURTHER STUDY
BIBLIOGRAPHY



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