The Cultural Difference And Cross-cultural Management Of The Human Resource

The world economy has already inclined to internationalization and globalization nowadays, the country economy and the world economy are in contact with and depend on each other closely, the international economic intercommunion extends increasingly, many business enterprises have entered into an international market. The economy and the technique intercommunion of the business enterprise with the business enterprise, the region with the region, the nation with the nation, the economic district group and the district group develop and strengthen continuously, the employees who come from different cultural background become the hard core of the transnational corporation. Therefore, the cross-cultural management of the human resource becomes an important content of management, it relates to the business enterprise to grow up and develop continuously.This research mainly takes multinational company as an object, and studies on the human resource management under the multicultural background more thoroughly. Beginning with the concept and characteristic of the culture, analyzes the connection of culture and management and the meaning, characteristic of the cross-cultural management of the human resource, which does a foundation work for the full text research. Next in this research I summarize the development management styles of human resource after analyzing cultural characteristics of the United States, Europe, Japan and China. Multinational companies face cultural differences, if the management isn't appropriate and then will cause the cultural conflict; the cultural conflict may bring the communication interruption, employee's non-reasonable reaction, the market opportunity loss and the low efficiency of organizations, even cause the global strategic failure of multinational companies. The cultural conflict is an inevitable fact of multinational companies; its existence enhances difficulty for the multinational management. The cultural fusion is a very good way of solving the cultural conflict. In this research I summarize that multinational companies should possess the methods of the personnel equipment, personnel development and establish effective diverse teams, and put forward the evadable measure of the cultural conflict and the cross-cultural management style after analyzing cultural difference and the cultural conflict concretely. Finally take the Daimler—Chrysler automobile company for the case study, from the cross-cultural view point go deep to analyze the cultural conflict due to the race culture and the difference of the individualism and collectivism of United States and Germany during company incorporate period; and the slowly development because of ignoring the culture fusion, going without building up the new culture cooperation principle on the base of the common value concept.