A Brief Analysis of Enterprise Conflict Management Based on Cultural Difference文档格式.docx

1、 Key words: globalization; cultural differences; enterprise; conflict management摘 要 20世纪90年代以来，世纪政治、经济、社会文化、技术的变化给国际经营环境带来了前所未有的新局面，跨国公司制定和推行全球化战略，以期在全球范围内获得最大的国际利益： 通过开拓国际市场增加销售和获取更多利润；通过参与国际市场的竞争来树立企业声望；通过拓展国际市场降低对本国国内市场的依赖；通过出口来充分利用过剩的生产力。 然而，随着经济全球化进程尤其是全球贸易量的增加，不同国家的文化已经不可避免的接触，冲击，融合。来自不同国家的人会发

2、现由于语言的障碍以及文化风格的不同相互之间很难交流。本文对不同国家的文化差异进行了分析、比较，阐述了什么是文化、文化差异、文化差异的产生的背景以及表现，进而对跨国企业由于文化差异引起的冲突进行阐释，以使企业内部的管理者在面对冲突时更加合理有效的处理和解决问题。同时，本文结合了一些国家的在华企业在管理冲突时的典型案例进行简析，阐述了在不同国家文化差异的背景下，企业怎样进行冲突的管理。最后得出结论。 关键词：经济全球化；企业文化；跨文化；策略 AcknowledgementsMy thesis “A Brief Analysis of Enterprise Conflict Management

3、Based on Cultural Differences” has drawn upon the advice, encouragement and support of a good number of teachers from Nanjing University of Aeronautics and Astronautics. First and foremost, my sincere thanks should go to my Lecturer Xu Yuan, who has been providing me with technical guidance and assi

4、stance step by step throughout the whole process of thesis writing. The existence of this thesis owes much to Professor Xus selflessness, wisdom, and patience guidance, whose instructions on thesis writing has helped lay a good foundation for the construction of this thesis. I, too, owe my gratitude

5、 to other faculty teachers in the department, who have contributed in some way to the refinement and accomplishment of this thesis.Second, l am grateful to my sisters friend, who have give me some valuable advices.I also feel indebted to the authors listed in the References, from whose works I have

6、drawn a great deal of inspiration and ideas.My thanks also go to all of my classmates, my friends and my family, for their help and encouragement in the process of writing this thesis.ContentsAbstract.3Acknowledgements.5Contents.61 Introduction.72 Basic Concepts and the Related Performance of Cultur

7、al Differences.72.1 Culture and Enterprise Cultures72.1.1 The Conception of Culture 82.1.2 Concepts of Enterprise Culture and some Viewpoints of It . 82.2 Cultural Differences and its Formation Background.92.2.1 The Performance of Cultural Difference 92.2.2 The compare of conflicts arise from cultur

8、e difference 103 How to Get Along Well with Cultural Differences.124 Conflict Management 124.1 What is Conflict?.13 4.2 How to Realize Effective Conflict Management and Surmount Cultural differences.135 Conclusion.14References.15A Brief Analysis of Enterprise Conflict Management Based on Cultural Di

9、fferences1. IntroductionAlong with the economic deep-going, businesses of every country becoming inseparable touch with other countries. In order to amplify market share, it is inevitable to choose international expansion. Whats more, the word is moving toward political multi-polarity, economic glob

10、alization and culture diversity. Besides, in the process of economic globalization, businesses try to get success in the conflict management based on the cultural difference of different countries. How to make people from different countries with diverse background work together more effective is a

11、key point that the managers all around the world care about. However, there is no one “right” culture and because of this there shouldnt be expectations for one culture to completely conform to another. Different countries have different customs, values, beliefs and habits. International businesses

12、are expanding; meanwhile many companies are going global. The employment, sales, marketing exploit and management of enterprise, at the same time it is unavoidable to contracting with various cultures and dealing with different conflicts across different culture environment. Misunderstandings can oc

13、cur when employees are not knowledgeable on intercultural communication. These misunderstandings can result in poor employee morality, low work efficiency and even conflicts.2. Basic Concepts and the Related Performance of CulturalDifferences2.1 Culture and Enterprise Culture2.1.1 The Conception of

14、Culture Culture is a system of shared beliefs, values, customs, behaviors, and artifacts that the members of a society use to cope with their world and with one another, and that are transmitted from generation to generation through learning. Conceptions of culture range from broader ones to narrowe

15、r ones since culture is ubiquitous, multidimensional, complex, and all-pervasive and many definitions have been suggested from different angles. Culture in general is concerned with beliefs and values on the basis of which people interpret experiences and behave, individually and in groups. 2.1.2 Co

16、ncepts of Enterprise Culture and some Viewpoints of ItIts impossible to draw a uniformed conclusion on confirming corporate culture as well as giving a clear definition to culture. The understandings toward corporate culture vary from person to person:Enterprise culture, under certain social economi

17、c condition, was formulated by social practice and the conclusion of common consciousness, values, working ethics, behavior regulations and standards obeyed by the entire members, and was a kind of intangible power and capital condensing peoples heart to realize their values and improve corporate co

18、mpetition.（Liu Guang Ming,2002,p,.8）Professor Tao Xiao Ming pointed out that corporate culture was the combination of various cultural phenomenon in enterprise management, and a new management conception and behavior （2002, p.6）.In 1982s, Harvard University professor Terrence E. Deal and American Ma

19、nagement Consulting Company Expert Allan Kennedy, coauthored their book Corporate Culture, stated that all those outstanding and successful corporate have their own competitively powerful corporate culture, containing 5 items: （1） Corporate Environment; （2） Values; （3） Heroes; （4） Customs; （5） Cultu

20、re Network.Zhou Yuancheng, Li Xiangyin and Zou Zide thought that corporate culture , on the basis of advantage corporate cultures, was mutual touch, communication, absorbing and permeation between the two transplanted cultures and appropriately managing this process, i.e., not only by absorbing thei

21、r advantages, but also by eliminating those disadvantages existing in the two sides to make it gradually standardized, systemized and rationalized, then further become new members psychological and behavior and competitiveness.2.2 Cultural Differences and its Formation BackgroundWhen two or above en

22、terprises from various countries conduct a generation business or an enterprise whose members come from different countries. There will be big differences in beliefs, values, behavior regulations and management styles due to their different growing experiences and external environment, thus enterpri

23、se culture differences will also come into being. From the point of view of national culture, each country has its own history background and specific situations. Therefore, each one has its unique national culture. Based on Hofstedes study, national culture differences mainly perform in 5 terms: po

24、wer distance, uncertainty, avoidance, individualism and collectivism, masculine and feminism, long-term orientation and short-term orientation. The features of national culture is individualism, abilities, and utilitarianism, and that corporate culture is much stronger individualistic flavor, like e

25、ncouraging developing personalities and creations, focusing on the achievement of self-values, advocating sharing competitive profits.Due to their country culture as well as development experience, the corporate culture ranges differently from one another. Therefore, contradictions and misunderstand

26、ings are easily arising during the period of getting along with each other. 2.2.1 The Performance of Cultural DifferenceAmerican scholar E B Tylor think, culture is a kind of complex integration. Cultural differences are the key factor which influenced cultural communication. At the same time, as the cultural communication barriers cause some conflicts; let more experts to pay attention to the study of cultural differences. Cultural differences mainly expressed in: Language; Thinking way; Val