跨国公司企业文化培训探讨

上海交通大学硕士学位论文跨国公司企业文化培训探讨姓名：于晓航申请学位级别：硕士专业：工商管理指导教师：周祖城20070128IBM500500,1234200701234:ATHESISONTHECORPORATECULTUREOFMULTINATIONALCOMPANIESABSTRACTAsurveyontheworldtop500companiesconductedbyIBMconsultingcompanyshowsthatthekeytotheremarkableperformanceofthesecompaniesisthattheyallhaveexcellentcorporateculture,whichistherootoftheirrenovationoftechnology,structureandmanagement.CorporateCultureisthefundamentalreasonthattheybecametheworldtop500andaresosuccessfulandwellknown.Mostinternationalcompanieshavetheirownuniquecorporateculture.Theyalsohaveuniquecorporatecorevaluesandawellplannedlongtermstrategywhichtheysharewiththeiremployees.Corporateculturetrainingisveryessentialtothedevelopmentofcorporateculture.Thedevelopmentwon’tbeveryeffectiveifthereisnoorinsufficienttraining.Ontheotherhand,goodcorporateculturecanprovidedirections,guidance,properconditionsandenvironmenttothetrainingsothatitwillbemoreconsistent,efficientandhealthier.Inaword,effectivetrainingandoutstandingcorporateculturearethetwosidesofonecoin.Theybenefiteachother.Thetrainingwillimprove,developandcovermoreaspectswhilethecorporateculturebecomesmoremature,developedandeventuallythesoulandfoundationofthecompany.Thisarticlefirststatedthedefinitionandroleofcorporatecultureandcorporateculturetraining.Secondly,thisarticleanalyzedthecurrentsituationofcorporateculturetraininginmultinationalfirms,andaddressedtheexistingmajorproblemssofar:(1)Notenoughattentiontocorporateculturetrainingamongalllevelemployees.(2)Novarietyintraining;onlyfocusingonclasstraining,lessattentiononfeedbackandevaluation.(3)Wrongattitudetocrossculturalmanagement.(4)Neglectingproblemsexistinginthetrainingofmanagementspecialistcompetency.Thirdly,thisarticlegaveacasestudyonDuPont,acompanywithbusinessinmorethan70countriesandareasintheworld,whichsuccessfullyblendedlotsofdifferentculturalbackgroundsandformeditsowncorporatecorevalues,namely,SafetyandHealth,EnvironmentalStewardship,EthicalBehaviorandRespectforPeople.Thesevalueshavebeenguidingthecompany’soperationsformorethan200years.Attheendofthispart,thisarticleinvestigatedtheDuPontexperienceincorporateculturetraining.Last,basedonthecasestudy,experiencesfromotheroutstandingcompaniesandtheoriesoncorporateculture,HRmanagementandcrossculturalmanagement,thisarticlecameupwiththeideasandthoughtsonhowtobuildaneffectivecorporateculturetrainingsysteminmultinationalcompaniesinrespondtoexistingobstaclesandchallenges.(1)Betterawarenessontheimportanceofcorporateculturetraining(2)Morefocusondevelopingtrainingsreflectingcorporatecorevaluesandcrossculturalmanagement.(3)Varietiesinthemeansandmethodsoftraining(4)Effectiveevaluationonthetrainingresults.Anotehereisthatnosingletheoryappliestoallkindsofsituationssoitisvitalthatcorporateculturaltrainingmustreflectthecorevaluesofspecificcompaniesandsolvetheirownspecificproblems.Companiesshoulddevelopaneffectiveandsuitablecorporateculturetrainingsystemandmanagementsothatthetrainingwillcreatevaluesforthecompaniesinreturn.KEYWORDS:CorporateCulture,MultinationalCompanies,CorporateCoreValues,CorporateCultureTraining“”500500500500,20070200701282008012820080128MBA1111111.1981z-.1981....1982500MBA2..21121?MBA32312CEO·(Jack·Welch)“()“”TransnationalCorporationMultinationalCorporationMultinationalEnterprise(GlobalCorporation)InternationalCorporation19861993”MBA4121IBM500500·“”500“”500500500“”“”MBA5·50050010040“”1221“”2“”MBA6“”“”“”“”“”34MBA71231“”2“”“”“”IBM320·“”MBA8“”4“”“”5”21208032“”“”6MBA913131,,MBA10,,,,,,,,,,,,,,,,,,,,,,,,,,132,,,,,,,,,,,,,,;;,,,,,,,,,,,MBA11,,,,,IBM721.5%5,,,,;,,,,,,,,,,,,,,;,MBA1250021211,212MBA1322221222MBA1422390%231/3MBA1524123MBA16CEO45MBA17313111180270“”“”22MBA18(6Sigma)312321/735001018,20052032321MBA1912345673010123456MBA2078910(SHE)SHE“”20010018021818100401001————()()2——MBA213——“”““””4——10“”5——MBA22,——,(DuPontEmergencyResponseSolutions),,,,,(“ResponseCity”),,STOP(SafetyTrainingObservationProgram)STOPDuPont,STOP5STOPforSupervisionAdvancedSTOPSTOPforEmployeesSTOPforEachOtherSTOPforErgonomicsSTOPforSupervision,STOP,,,,96%,4%STOP,,96%STOP,,/,HSESHE,,,2004MBA23,“”,,,“”2003“”,50%“”“”“”88“,1993,160,1996,1991,322MBA24“”“”LegalEagle””LegalEagle”600300300MBA25“LegalEagle”LegalEagle”LegalEagle”323“”80MBA26“”“”“”“”5030MBA27“”2000HR“”EAP()8EAP“”MentorMBA28“”“”(TargetedDevelopmentTD)TD(Gap)TDTDTDTD“8MBA29”35%7%(TD)TDEAP()“”33“”331332MBA30“”“”333TDTDTNA“”——“”“”“”34,,MBA31,341KirkpatricksD.L.123434213-1MBA323-1:1:2:543213:452MBA33/24MBA3430MBA3541411.GE12412MBA361234541342421MBA37,,,,,,,,,422423MBA38434311234MBA3956”LegalEagle”744441123MBA40ROI44212123MBA41“”“”MBA42MBA43[1]200310[2]()20023[3],(),,20019[4][]LEC.:,19955[5][].A.,,(EMPLOYEETRAINING&DEVELOPMENT),,20014[6]Kirkpatrick,D.L.,'EvaluationofTraining',inTrainingandDevelopmentHandbook,editedbyR.L.Craig,McGraw-Hill,1976.MBA44MBA45[1]XSH2006193195跨国公司企业文化培训探讨作者：于晓航学位授予单位：上海交通大学相似文献(10条)1.学位论文汪旻敏跨国公司企业文化生成模型研究2008进入新世纪以来，经济全球化已成为不可逆转的发展趋势，跨国公司作为主要推动力量以其特有的核心竞争力日益彰显出强大的生命力。而企业文化在被视为企业发展的引擎、企业的无形资源的同时，由于其对企业长期经营业绩的重要作用，已被越来越多的学者视为企业获得持续竞争优势的源泉之一。企业文化塑造的成败与否直接关系到企业的生存发展，