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上海交通大学硕士学位论文S公司跨文化管理现状与对策探析姓名:秦建国申请学位级别:硕士专业:工商管理指导教师:周祖城20080113SS500SSSS(1)(2)(3)THECROSSCULTUREMANAGEMENTSITUATIONANDCOUNTERMEASUREANALYSISOFSCOMPANYABSTRACTForthesakeofeliminatingtheunfavourablefactorsoftradeprotection,manyinternationalenterprisesaretryingtoexplorebiggermarketsoutsideoftheirowncountryandalsolookingforcheapermanufacturingmaterialsinordertobemorecompetitive.Thethesisresearchedtheculturaldifferencesaffectmanagementofenterprisesandorganizationsissue,especially,isfocusingonthecrossculturemanagementsituationofFranceinternationalScompany.Andalso,theauthorhaddonesomedeepsurveysinthisFranceinternationalcompany,bywhichsomecountermeasureswerefound.Thisthesisisdividedintothreeparts:forthefirstpart,thispaperpresentsanexplanationofthetheoryoftheculture,culturedifferenceandculturalcoordination,whichcloselycontactwithcross-culturetheory.Forthesecondpart,itintroducestheSaint-GobaininternationalcompanybackgroundandmainlydescribesthepresentcrossculturemanagementsituationofScompany,thenauthordiscusstheculturedifferenceissuewithScompanydifferentlevelemployeesthroughSemi-structuredinterview,bywhichauthordesignthequestionnairesurveyandtocollectthedataofcultureconflictintheScompany.Forthethirdpart,thearticleanalysisthedatawhichcomesfromthequestionnairesurveyandlooksforsomecountermeasurestodealwithculturedifferenceinthecompany.TheoutcomeofdataanalysisshowsthereareobviouslyculturedifferencebetweenChineselocalemployeesandforeignemployees.Andtheseculturedifferencemainlyexistinsuchaspectsasfollow:(1)organizationcommunication;(2)employeeevaluationandstimulation;(3)philosophyandidea;(4)traditionalcustom;(5)managementmethods;(6)workingvalue.Intheconclusion,thethesispointsoutthesignificanceoftheresearchandmakessuggestionstotheScompanymanagement.Afterthatitpointsoutthelimitationsoftheresearchhonestlyanddepictsprospectsofthesucceedingstudy.KEYWORDS:culturedifference,crossculture,culturemanagement,cultureconflict,countermeasureandsuggestion20081320071232007123MBAS11991720051500142005150020051110SSMBAS2SMBAS311.1MBAS4(),1.2207080(GeertHofestede)207050(PowerDistance)1995(DoingBusinessInternationally)10MBAS5(1)(2)(3)(4)(5)(1)(2)1.31.3.1SExcelS1.3.2MBAS611FIGURE1ThesisResearchMethodandConstructMBAS722.12.1.1160CultureCulture1234518CultureagriculturehorticulturecultureMBAS8S2.1.2(1)(2)MBAS9(3)2.2()1:11982/1991)1984199319941991/1994/19911983:,1994,29MBAS102.32.3.1(1)EA(2)()MBAS1122005962FIGURE2CorporationCultureArrangmentRelationship2.3.2(1)7()77710MBAS1210(2)3:/,,,20031,763FIGURE3EffectiveFactorsofCorporationCultureMBAS132.42550IBM/4////MBAS144FIGURE4NationalCultureandCorporationCultureRelationshipModel:,,,200326//////////MBAS15/2.5(1)(2)(3)(4)MBAS162.62.6.1702.6.24SS196119801991199519931998(1)MBAS172:2//2005933(2)IBM6016IBMPowerDistance3(UncertaintyAvoidanceIndex)MBAS1831.1.2.2.3.3.4.4.5.5.20001069IndividualismVersusCollectivism4/1.1.2.2.3.3.4.4.5.5.20001071MasculinityVersusFemininity20905:MBAS195(3)306:6/200594357(4)7/7SMBAS2072005963872.72.7.15:5:FIGURE5:InternationalCorporationCultureDifferenceAdministrativeLevel2.7.2(1)MBAS21(2)MBAS222.8(1)(2)(3)(4)(5)(6)MBAS232.9(1)(2)()(3)(4)(5)(6)MBAS24(7)MBAS2533.13.1.1(a)(b)(c)(d)(e)25506216349511187168864330020406080100120140/:GreetHofstede199667756FIGURE6Sino-FranceCultureDifferenceCompare/MBAS26/HallHofstedeHall88////:,,,20023.1.279MBAS2792005963873.1.310MBAS281011223344(5)56611223344556611223311223344556611223345MBAS29112211222005923873.21111/////:,,2002(1)(2)MBAS30(3)(4)/(5)/(6)(7)(8)(9)/(10)/(11)MBAS31(12)(13)MBAS324S4.14.1.1(1)(Saint-Gobain)1665Colbert()20065001232006(1)38.7%141113(2)49.4%35.5%104.5%(3)11.9%7:200638.70%49.40%11.13%0.77%::Saint-G0bainCompany2006BusinessDistribution(2)MBAS33()()()()(3)2006531200200000421163427224.458010003202912(4)343000162005(1)(2)(3)(4)(5)4.1.2170001000MBAS344.1.3198547(1)(2)(3)(4)(5)(6)(7)(8)1250003691224198520200672002200681.342.072.7346.4012345671234520022006:()2002-2006FIGURE8:Saint-Gobain(CHINA)Company2002-2006OperationIncomeSituationMBAS354.1.4(S)1020%(1)(2)(3)(4)(5)12120006.0913.77200510SS4880119954BOVISLENDLEASE20051030001890191719971980100713281442603S1219SMBAS36S99:SFIGURE9SCompanyOrganizationChart141440S350111223121110WCM()WCMWorldClassManufactureWCMWCMMBAS37TPMTPQCWCMWCMWCMWCMWCM()1010:WCMFIGURE10:WCMOrganizationStructureSystem11197341174.2SMBAS3824(1)(2)(3)AM(4)/9:30(1)(2)(3)(4)(5)(6)SWCM(MTBF/MTTR/OEE)PM(ProfessionalMaintenance):AM(AutonomousMaintenance)FI(FocusImprovement):PD(PersonDevelopment)CS(CustomerService)100WCM100STF1()SSMBAS39SSMBAS405S5.1S;(1)S(2)S(3)S(4)S()/S()/SSSSSS2040Excel5.2SMBAS415.2.1S1213()121N=155221371121822122281129112()1121051513:2N=151262273384325426377398439341029114512221344142615285.2.2S(1)15(105)9SMBAS4260426.7%213.7%S11:60.0%26.7%13.3%0%10%20%30%40%50%60%70%11:FIGURE11:InterviewerAttitudetoCultureDifferenceandConflict(2)S()20061SS()MBAS43()S()SEMS()S2007310MBAS44”:S()()S()20076MBAS45S()S200611S()SSMBAS46SS()SS()S()20074AMBAS47ASSS()S()S200612S122
本文标题:S公司跨文化管理现状与对策探析
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