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多元化企业管理 multinational enterprises management.doc
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多元化企业管理 multinational enterprises management
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It is essential for an international company to have a
multi-national top management team.
Introduction
The development of economy and technology deepened economic globalization, and
developed the western and eastern cultural interaction further, made the western and
eastern world each cultural communication gradual extension. International
companies were influenced by the cultural difference deeply, because they had to
accept the more and more multi-national employees who worked for the international
companies. Furthermore, the most important position in the international companies
was their top management. As a result, multi-national top management had great
impact on strategies and development of international companies. However, there
were disadvantages and advantages in the international companies which had multi-
national top management. The drawbacks were that cultural difference made the top
managers of multi-national companies have trouble when they run the companies in
the foreign countries. The performances of cultural difference were power distance,
uncertainty avoidance index, individualism versus collectivism and masculine
versus feminality. So, the international companies should make better use of corporate
cultural diversity by four ways, such as integrated type of cultural integration, isolated
type of cultural integration, alternative type of cultural integration and promoted style
of culture integration. On the other hand, the benefits of using the multi-national top
management were that multi-cultural differences in international companies could be
used as an important competitive advantage to address the challenges of economic
globalization. In addition, there were several positive impacts when international
companies have a multi-national top management. For example, top manages learnt to
analyze and solve problems with a more open mind, top managers had to contact with
each other and exchange ideas and perspectives frequently and improves corporate
![](https://csdnimg.cn/release/download_crawler_static/85721255/bg2.jpg)
creative problem-solving skills and enhances business innovative capabilities. So, the
top management in international companies needs to integrate the cultural differences
with the cultural diversities and makes full use of the cultural pluralities to make their
management styles more suitable for the development of the multinational companies.
And the integration of cultures is the more important among them.
The Integration of the Cultural Differences in the Top Management
Team in the Enterprises
The Forms of and Measures to Take about the Cultural Differences
What is Cultural Differences in Enterprises? The cultural differences are the processes
of mutually opposite and exclusive between the cultures or the elements of the
cultures of different countries. (Robert T. Moran Ph.D, 2007)The top managers of
multinational companies will have trouble caused by the cultural differences when
they run the company in a foreign country. Furthermore, there are also troubles caused
by the different cultural backgrounds of their employees. Fully understanding of the
fundamental forms of the cultural differences will help to solve those problems and
make use of the cultural pluralities as well.
First, the conflict of the ideas of management.
Managers from different cultural backgrounds have different operating concepts. For
instance, Shenja Van Der Graaf, Yuichi . W (2007) observed that “many companies
in Asia, especially companies in Japan, tend to focus on long-term operation and
develop appropriate strategic plans accordingly. They think a lot of honesty and the
pursuit of a “win-win” situation in the fierce market competition”. On the contrary, as
for some western companies, they prefer short-term benefits and neglect long-term
development. As a result, conflict arises because of the discrepancies of the ideas of
management.
Second, the conflict of the decision-making management.
Different decision-making styles will lead to different decision-making mechanisms.
![](https://csdnimg.cn/release/download_crawler_static/85721255/bg3.jpg)
Some enterprises have long been accustomed to collective decision-making and
centralized management; while others emphasizes on hierarchical decision-making
and personal responsibilities to adapt to the rapidly changing market. Such cultural
differences will affect the decision-making process and the company's developing
strategy.
Third, the conflict of values.
Managers have shared values is the core of the integration of the enterprise culture.
The conflict of values is often showed in a wider range of deeper contradictions.
Values are extremely subjective; it determines the conduct of people and constitutes
the core of enterprise culture. Different countries and nationalities have different
value system; and everyone will form their own unique values in the long-term run.
When the company's top managers have different values, they are very likely to
collide with each other. Each individual will try to protect their values formed in the
long period of time and therefore ignore other people's values, this is instinctive. So,
they can not form a unified code of conduct.
Fourth, the conflict of labors and personnel.
The different personnel system caused by the different business ideas and values will
become the forefront of the conflict as well. Some enterprises put too much emphasis
on qualities, backgrounds and interpersonal relationships in the selection of
employees. Thus, the chosen managers may not have managing skills at all. However,
excellent companies have already abandoned this kind of personnel system. They turn
their eyes away to innovation qualities, contributions, accomplishments and managing
skills. They think these qualities are what the development asking for. The conflict
resulting from this will not only bring contradictions to the managing itself, but also
bring psychological pressure and confusion to the employees.
![](https://csdnimg.cn/release/download_crawler_static/85721255/bg4.jpg)
These differences and diversities have led to many adverse outcomes unfavorable to
the company. For example, Germany's Daimler-Benz and U.S. Chrysler merged in
May 1998 to form DaimlerChrysler. In just three years, more than a half of the
Chrysler stock crashed, and it lay off 26,000 people during 2002 and 2004. The more
striking thing was that many top executives of Chrysler became job-hoppers and this
led to the outflow of a large number of top managers. After leaving the company,
Chrysler former general manager said: we can not ignore the impact of culture in
management (Garsten, 2000). A successful merger of the companies must abandon
their own cultures and create a new culture that can be followed by both of them.
DaimlerChrysler failed to integrate the two cultures to form a powerful combination.
On the contrary, they have been wasting time arguing about which side’s old culture
should be chose to act as the new culture. The behavior of the two companies seemed
to be the same, but the values of their top managers were different, and that
determined the different business practices and philosophy. Although the United
States and Germany are both Western countries, but after analyzing their
individualism, we will find out that there are big cultural differences between the two
countries. Americans are the most individualistic people, while Germans are
consistent with collectivism. When the meeting about the salaries and benefits of
managers and staff was held in DaimlerChrysler, German managers held the opinion
that there should not be a big difference between managers’ and employees’ benefits
because this difference would lead to instability while American managers thought
that it would be appropriate that the staff be paid according to their performances.
Moreover, Americans and Germans hold different attitudes toward loyalty to their
company. When there is no conflict between company’s interest and their own
interest, American managers will choose to appeal to the company’s interest. But,
when there is a conflict, they might want to realize their self-interest first. That is not
the deal for the Germans. To them, the interest of their company is supreme all the
time. Individual difference is another reason for their failure. Germans are more
stubborn and arrogant. They will not give up easily when decision has been made. If
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