How to view cross cultural management in international human resource management

Summary. Cross-cultural human resource managers play a vital role in an international business. They need to have cross-cultural communication and leadership skills, and be responsible for managing and coordinating employees with different cultural backgrounds, languages, values and habits to ensure the smooth running of the company's business in different countries and regions.

Specifically, the roles played by cross-cultural HR managers include:1Cross-Cultural Communicators:

They need to be able to understand the cultural backgrounds and language habits of different employees in order to better communicate and communicate with employees and promote teamwork. 2.Cultural Educator:

They need to provide training and education to their employees so that they can better adapt and understand the company's culture and values and work effectively in different cultural contexts. 3.Talent Recruiter:

They need to consider the cultural backgrounds and language habits of different employees during the recruitment process to ensure that they are selected the right employees, and they also need to understand the expectations and needs of employees in different cultural backgrounds for career development. 4.Policy Maker:

They need to develop policies and systems that are appropriate for employees with different cultural backgrounds so that employees can better adapt to the company's culture and values and work effectively in different cultural contexts. 5.Culture Changemaker:

When companies need to undergo cultural changes, cross-cultural HR managers need to lead and drive those changes and ensure that employees are able to adapt and embrace them.

Cross-cultural human resource managers play a vital role in an international business. They need to have cross-cultural communication and leadership skills, and be responsible for managing and coordinating employees with different cultural backgrounds, languages, values and habits to ensure the smooth running of the company's business in different countries and regions. Specifically, the roles played by cross-cultural HR managers include:

1.Cross-cultural communicators: They need to be able to understand the cultural backgrounds and language habits of different employees in order to better communicate and communicate with employees and promote teamwork.

2.Cultural educators: They need to provide training and education to their employees so that they can better adapt and understand the company's culture and values and work effectively in different cultural contexts.

3.Talent Recruiters: They need to consider the cultural backgrounds and language habits of different employees during the recruitment process to ensure that they are selected with the right employees, as well as understand the expectations and needs of employees in different cultural backgrounds for career development.

4.Policymakers: They need to develop policies and systems that are appropriate for employees with different cultural backgrounds so that employees can better adapt to the company's culture and values and work effectively in different cultural contexts.

5.Culture changemakers: When companies need to make cultural changes, cross-cultural HR managers need to lead and drive those changes and ensure that employees are able to adapt and embrace them.

In conclusion, cross-cultural HR managers need to have cross-cultural communication and leadership skills to better manage and coordinate employees with different cultural backgrounds, languages, values and habits to ensure the smooth development of the company's business in different countries and regions.

Cross-cultural and cross-cultural differences pose challenges to human resource management.

Although cross-cultural management is not a new thing, it is still one of the biggest challenges faced by enterprises in today's multinational business activities.

In cross-cultural human resource management, because an enterprise is a cross-regional, transnational, cross-political, cross-ethnic, and cross-cultural economic entity formed by two or multinational enterprises in the host country, the impact of cultural factors on multinational corporations is all-round, system-wide, and whole-process. Cross-culture is the cultural difference between different groups, which includes the difference in the background culture of the two home countries, the difference in the style of the "corporate culture" of the two companies and the cultural difference of individual employees. The differences and crossovers of these three levels constitute the main content of cross-cultural management.

Cross-cultural differences, i.e., cultural differences, mainly refer to the cultural distance between the home country and the host country. Surveys have shown that the biggest failures of multinational corporations are often the result of ignoring cultural differences. According to available survey data, 1 3 of overseas managers returned home early after failing to complete their tasks.

In fact, this is largely due to the fact that multinationals do not pick the right people who have been trained for cultural differences to work abroad. People are increasingly challenged by cultural differences.

The impact of cultural differences on multinational corporations is mainly manifested in the following two aspects:

1. The impact of cultural differences on decision-making. There are two possibilities: one is that decision-makers often make value judgments about information from different cultural backgrounds based on their own cultural characteristics, which is more likely in the management of multinational corporations.

People often consciously or unconsciously judge and make decisions based on their own values and codes of conduct. The second is that there are people with different cultures and backgrounds in the group, which makes the decision-making model change.

2. The impact of cultural differences on interpersonal relationships. The impact of cultural differences on interpersonal relationships is mostly manifested in the form of conflicts, and different cultural patterns determine different communication styles. If both parties have different cultural backgrounds, it often increases the communication barrier.

Anthropologist Edward Hall's theory of high and low background has studied a lot of different ways of communicating. Hall believes that in high-background cultures, the transmission and communication of information is carried out through body language, upper and lower connections, scenes, etc., and this process-oriented communication depends on the interpretation of the receiver. In a low-background culture, most of the information is made by clear symbols such as language, words, etc., and the sender of the message is obliged to make the receiver understand the message correctly.

Generally speaking, Chinese are more cautious, shy, unsociable, unwilling to expose their feelings in public, and belong to process-oriented communication people. Westerners, especially Americans, tend to be send-oriented. As a result, conflicts based on this are not uncommon within Sino-US joint ventures.

International human resources management.

The cross-cultural management of DU is ZHI

It is very necessary and significant.

It is mainly reflected in the following answers:

1. Cross-cultural management is more targeted for human resource management and improves management efficiency;

2. It is conducive to team building, cohesion of team strength, and better play the role of human resource management;

3. Cross-cultural management can combine local characteristic culture and human factors to reduce the distance with employees and make it easier to maintain employee loyalty;

4. Cross-cultural management better embodies the principle of "adapting measures to local conditions" in international human resource management, and is more flexible;

Therefore, cross-cultural management is very necessary and meaningful in international human resource management.

With the deepening of the globalization of the world economy, the implementation of transnational business strategy and the path of international operation are the way and inevitable choice for the survival and development of Chinese enterprises in the 21st century. This new mode of international exchange is not only the recombination and allocation of economic resources on a global scale, but also the mutual learning and exchange of personnel within the organization.

Due to the differences and conflicts between cultures formed over the years, as well as the lack of experience of Chinese enterprises on the road to internationalization, the complexity and uncertainty of cross-cultural human resource management have increased. The active implementation of effective cross-cultural human resource management has become an important part of the international business strategy of multinational companies.

Barriers to cross-cultural human resource management

1) And the current situation of our country because the world is a diversified combination, the customs and habits of people in different regions are different, so the process of transnational operation is the unity of progress and twists and turns. The main obstacles faced in the process of cross-cultural human resource management are as follows.

2) Cultural differences. These include differences in cultural backgrounds between countries in general, differences in cultural styles between parent companies in the middle and middle, and cultural differences in small individuals, such as differences between people of different ages and genders.

In addition to all the functions of general enterprise human resource management, that is, the acquisition, training, performance evaluation, salary incentive, labor relations and other functions of human resources, the main content of cross-cultural human resource management also includes cross-cultural training and development management, cross-cultural conflict and communication management, etc.

The most important thing is that cross-cultural human resource managers must play the strategic role of cross-cultural communicators, have a broader vision, understand and adapt to the differences between various cultural types, and integrate and transcend on this basis, so as to form a new "cultural model combination", through cross-cultural understanding and participation, practice for practical problems in enterprises or organizations, so as to master the laws of cross-cultural human resource management. Give full play to the role of all kinds of human resources of the enterprise as much as possible.

The progress of globalization has given the context of the intercultural management of human resources (including the establishment of enlightened national political institutions, the establishment of open economic institutions, and the rapid development and popularization of the Internet in recent years). On the other hand, enterprises and organizations should face the existing human resource management model, actively strengthen the reform and innovation of human resource cross-cultural management in combination with their own development history, existing situation and future goals, and build an organizational entity with characteristics and personality in the development trend of global economic integration according to their own due variables, and build an organizational entity with real competitive advantage.

In the context of globalization, enterprises should carry out cross-border operation and management, and solve the impact of cultural differences and cultural conflicts on the human resource management of cross-border enterprises under the background of multicultural coexistence, and the cross-cultural management of human resources has become an irrepressible trend of the times.