Researches On The Cross-culture Management In The Transnational Operation Enterprises

With the continuously deepen of the economic globalization, the internationalization of enterprises' management has been the irreversible trend of era. Enterprises utilize resources in the world scope and engage the transnational manufacture and management activity. The commodities, capitals and technology span the national boundaries, at the same time, so does the culture. As the "multi-culture framework", transnational operation enterprises will be confronted with the friction and collision from the different culture system and field inevitably in their management process. There are positive and profitable of the existence of multi-culture to the transnational operation enterprises. But the culture conflict induced by the culture discrepancy will cause obstacle to the cross-cultural enterprises' management and bring the passive infection to the enterprises' well-balanced dealing. So it is necessary of adopting the effective management means to reveal the cross-cultural predominance sufficiently and drop the culture conflict to the lowest degree. The cross-cultural management comes into being therefore. Holding the dialectic relationship of economic globalization and cultural diversification being the cut-in point, the thesis discusses the inevitability of the multi-culture existence, that are the need of defending the each nation' s culture convention and the "cross advantage" of the culture diversification to the cross-cultural operation enterprises. Through the analyses of the connotation and administrative levels of culture, the author points out the two engender reasons of the cultural diversification, which are the natural reasons and the confusion and ignore to the culture administrative levels. And then educing the core part of this thesis, that is the countermeasures of the culture conflict. From the aspect of enterprises' culture, we should create a stateless global enterprises' culture guided by the filter and fuse of the multi-culture. And there are the idiographic measures of analyzing and recognizing the cultural difference, selecting the suitable manager, developing the cross-culture train and increasing the abilities of cross-cultural communication and harmony. The last chapter orients the line of sight to the Chinese cross-cultural enterprises' management. Combining the objective analyses of the cultural difference' s material exhibitions in the churchyard joint venture enterprises and abroad transnational invest enterprises, the author concludes directly four warrant attentive focuses, which are according to the international traditions, mainland management, cultivating the eligible managers and establishing the common management culture.