To run from the friction - in International Busine -

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To run from the friction - in International Business Cross Cultural Management

Corporate culture is a kind of ideology, values, formation of long-term stability of the enterprise cultural values and historical traditions and unique spirit and style of operation, including a company's unique guiding ideology, strategy, management philosophy, values, ethics, customs and so on. Corporate culture is an important part of social culture, which reflects the characteristics of national culture and national culture to absorb nutrients from, is the national history and culture in the production and operation process of concentration and condensation. This regard means that the corporate culture is the history and culture of the ethnic succession and development, but on the other hand enterprises to develop transnational business to bring the invisible pressure. Multinational transnational body, cross-national, cross-regional, cross-regime of special business, in a sense, is a multinational cross-cultural company. Corporate culture determines the success or failure of transnational business. Multinational corporations must strive to build a foreign culture environment, the company has its own unique corporate culture, establish common values, ethical standards and behavior patterns, etc., to countries with different cultural backgrounds to gather together the staff together to implement the company's business strategy. First, cultural differences: However, one can not overlook the fact that multinational companies to enter China, many are cross-cultural differences as a result of Management the confusion. Statistics show that the establishment of joint ventures in China (including multinationals), 15% of the companies early termination of scheduled life, which caused the company due to cultural differences account for major components of instability. Manmu American scholars in the case of Beijing Jeep when they pointed out: finding the differences between the two sides than any party in the joint venture are expected before the start of big. Joint failure due to cultural differences lead to the business case, a greater impact than the disintegration of the Guangzhou Peugeot. Guangzhou Peugeot by Guangzhou Automobile Group Corporation (holding 46%), Peugeot Automobile Co., Ltd. (holding 22%, mainly in technology shares), China International Trust and Investment Corporation (holding 20%), the International Financial [/u] companies (holding 8%), National Bank of Paris, France (holding 4%) joint venture automobile production enterprises. Guangzhou Peugeot employs more than 2,000 people from Canton and the French car manufacturer Peugeot co-management. As in August 1997, Guangzhou Peugeot loss of 1.05 billion yuan total, the highest actual annual output of only 21,000, failed to meet the national industrial policy, the annual output of 150,000 under the standard. Meanwhile, China and France in the differences on some major issues, cooperation can not continue. September 1997, France signed an agreement in the Guangzhou Automobile Group and the French car company Peugeot termination of cooperation. Guangzhou Peugeot's disintegration, its causes are many and complex, car styling mistakes is the key factor, but later because of cultural differences cooperation, both goals are inconsistent, failed to timely replacement of vehicles is also important reasons. Guangzhou Peugeot joint venture partners in the corporate culture differences mainly as: surface - material and cultural differences substance as a kind of physical form, in a joint venture both Chinese and foreign enterprises are common, is the enterprise survival, the indispensable foundation. Building in line with their own unique corporate culture, shell material is a joint venture to build enterprise culture is an important external factors. France's capital and technology intensive industries of the modern large-scale production management transplanted to China, must face a large number of low-level manual labor operations. Accustomed to high-tech personnel from France, large-scale production environment down to the car than the primary mode of production. This requires a certain degree of psychological and cultural adaptation period. lining - behavioral and cultural differences Guangzhou Peugeot Peugeot adopted setting organization, the implementation level of management, emphasizing specialization and cooperation, while the full set of rules and regulations adopted Peugeot system. However, there are many places this set of rules and regulations do not meet China's national conditions. France who, in many cases requires a way to enforce the implementation of the Chinese side of its management, which tend to make rules and regulations of the Chinese managers have to be reverse psychology, and the gap in the management of possible applications in the management of China, so that difficult to implement systematic management. deep - spiritual and cultural differences entrepreneurial spirit is the spirit of joint ventures to create wealth, is the survival of joint ventures, spiritual support, the joint venture within the combination of cohesion and solidarity body. Guangzhou Peugeot established 12 years ago, the senior management of both China and France has not committed to common values shape the business, did not realize the common values of the shape can slow down the cultural conflict, not to extract more in line with the actual situation of Guangzhou Peugeot spirit of enterprise, which the two sides failed to make France work together, unified action. Sino-French joint venture together with no commitment to coordinate the two sides expect the difference between the investment objectives, leading to disagreement in many decisions, so that decision-making power shared an important characteristic of this joint venture can not be achieved. through the whole process of the disintegration of the Guangzhou Peugeot, you can see on the surface by the parties of capital, technology, personnel, labor organic component of the joint venture, the deeper meaning is the intersection of culture, conflict and fusion. More joint venture management practices that, due to cultural differences, foreign exchanges and cooperation between the two sides often in the following problems: 1, Chinese and foreign parties on their respective political, economic, legal, especially social and cultural lack of adequate understanding of environmental, cultural sensitivity is poor, both sides are often based on their culture, an analysis of information from the other side and judge, resulting in a lot of misunderstanding and conflict. 2, on the other side of the corporate culture and management lack of understanding, or the result of copying foreign models, . 3, the two sides on cooperation in the extent of the difficulties that may arise do not have enough mental preparation, culture, ability to adapt to address the culture of conflict resolution skills are passable, but failed to establish mutual trust and understanding of the coordination mechanism. the language barrier, seriously affecting the accuracy of the exchange between the two sides, combined with the level of translation is not satisfactory, resulting in a lot of misunderstandings. Furthermore, due to the high implicit culture (such as China, Japan) with a lot of information transmission is not clear,[link widoczny dla zalogowanych], in writing or symbols, but through body language, context links, scenes, etc., and This is due to cultural differences of these conflicts and difficult to properly resolve the conflict, a number of joint ventures and finally embarked on the Even as Shanghai Volkswagen and other such number of successful joint ventures tend to be experiencing the shows, the joint venture to obtain the healthy development of Chinese and foreign parties must pay attention to the cultural differences between them, and take practical measures to solve the problem of cultural differences. Practice shows that the surface of the joint venture, cultural integration and shallow, relatively easy, but deep-seated cultural integration is more difficult, requiring long-term efforts of Chinese and foreign parties. Therefore, the joint ventures but also to focus on cross-cultural management decision-making goals, shared values, deep-seated cultural factors such as communication and integration. Second, the cultural conflict: the deep negative impact on incentives and different groups, regions or countries have different procedures for each other, because of their live, work, education, formed with different ways of thinking. Shows that culture is a group of values, beliefs, attitudes, behavior norms, customs, etc. shown by the other groups were significantly different from the features. It is this cultural difference in a group on cross-border operations has led to cultural conflicts. Incentives lead to cultural conflicts there are five main: racial superiority that identified a race superior to other races, that value system of their own culture is superior than others. If the managers of a multinational point of view towards the host country in such a man, his actions may be unpopular with local people, it may be resisted, lead to conflict, resulting in management failure. self-centered management management is a Art , rather than a dogma. Smart managers of multinational corporations have not only the ability of the local management company, should have engaged in different cultural environments integrated management. If the one-sided self-centered, doctrinal, without being flexible, will inevitably lead to management failure. communication misunderstanding interpersonal or group communication is between the exchange and transmission of information process. Because of the language or non-existence of language barriers, people time and space, customs, knowledge and values are different, full communication often be difficult, prone to communication misunderstandings. For example: the Spanish want to Budweiser (BUDWElSER) translated as . different perceptions perceptual knowledge is through sense organs of objective things local, and external awareness of the phenomenon. Perceptual knowledge of a person's unique cultural background in their own special access through personal experience and developed, there is some inertia, the change is less than the rate of environmental change, once into the foreign culture, which often leads to erroneous estimates of inertia and judgments . cultural attitudes of the human personality are based on certain physical qualities, in particular social and cultural environment and social practice in the form and develop. When managers from one culture to another culture, domain domain, bound to meet with their individual characteristics are not exactly the same crowd. Can correctly understand the cultural impact of the employees by specific characteristics of exotic culture to become managers successfully navigate the key to cultural conflict.

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