How are large multinational corporations managed? c .

You can look at McDonald's and KFC for this question.

Hello, dear, I am glad to answer for you, and the answer is that multinational enterprises can carry out transnational management in this way.

First, the core of cross-cultural management cross-cultural management, also known as cross-cultural management, the forward tour is in the transnational operation, the number of holes to different races, different cultural types, different cultural development stages of the subsidiary country culture to adopt an inclusive management approach, its purpose is how to design a feasible organizational structure and management mechanism in different forms of cultural atmosphere, in the management process to find beyond the cultural conflict of the company's goals, in order to maintain the common code of conduct of employees with different cultural backgrounds, So as to maximize the control and utilization of the potential and value of the enterprise. Two. Culture Clash and ThreatsIn the context of global development, transnational corporations are bound to create a clash of cultures by incorporating the notion of another culture.

The characteristics of cross-cultural conflict of multinational corporations are: 1. Non-linear and heterogeneous cultures are like different waters, and the conflicts and blending of several or more waters often show intricate states, so they have nonlinear characteristics. 2. Indirect cultural conflicts are generally carried out in the psychological, emotional, ideological and other spiritual realms, and as a result, people change unconsciously.

But it takes a long time for this change to manifest itself. 3. The internal culture is based on ideological concepts, so the conflict of cultures is often manifested in the conflict of ideological concepts. 4. Compatibility.

Cultural clash and cultural blending go hand in hand. The task of cross-cultural management is to find common elements from different cultures that can embody the essence of each culture, so as to survive in various cultural environments. Behind every culture is an implicit set of assumptions that people living in and under that culture are often unaware of, because these beliefs are almost inherently ingrained and buried in the subconscious.

Once these beliefs are challenged, people will feel the culture shock and feel that it is an external invasion, but in fact what is really shocking is that they will find that different cultural connotations are usually just two sides of the same coin, or even two extremes of a specific scale, recognize and understand the objective existence of differences, overcome parochial thinking, and attach importance to the study and understanding of other Chinese languages, cultures, economics, laws, etc. Managers of multinational corporations often encounter many difficulties when they work in host countries with different cultures.

Factors such as language, values, and forms of thinking that reflect the unique culture will form obstacles in cross-cultural management, and contradictions will arise in the production and sales of talents, thus affecting the implementation of transnational business strategies. Understanding cultural differences is a necessary condition for developing transnational cultural management capabilities. Understanding cultural differences has two implications:

The first is to understand how the culture of the host country affects the behavior of local employees; The second is to understand how the culture of the home country affects the behavior of the managers sent by the company. Different types of cultural differences can be overcome in different ways. Conflicts arising from differences in management styles, methods or skills can be overcome by teaching and learning from each other, and are easier to change. Conflicts arising from different habits and ways of life can be resolved through cultural exchanges, but it will take a longer time; Differences in people's basic values are often difficult to change.

Hello dear, I am happy to answer for you: the answer is: dear, multinational enterprises in the process of operation, not only directly related to the company's products, technology, capital and other transnational flows, but also closely related to the cultural differences between internal employees.

The cultural differences and conflicts faced by enterprises in cross-border operations will affect the recruitment, employment, sales, performance evaluation and other links of multinational enterprises in the process of operation to a certain extent. Usually, the subsidiaries of multinational enterprises are managed by personnel from their own countries, while the ordinary staff of the enterprises are mostly recruited by local personnel. Due to the differences in the customs and culture of their respective countries, there are inevitable differences between the management and ordinary employees in terms of ideology and values, and there will be differences in the attitude and handling of the same matter, which makes it difficult for employees to effectively implement the instructions issued by the management.

In addition, because the culture of their own country has been deeply rooted in the hearts of managers and every employee, it is difficult to completely change, and it is difficult for employees to adapt to foreign management at work, and even have a serious anti-mentality, which affects the normal operation of the enterprise.

Summary. Qinqin, briefly describe the complexity of transnational operation in what aspects transnational operation refers to the enterprise to international demand-oriented, with the goal of expanding exports, including overseas investment, marketing and other foreign business activities, that is, in terms of resource acquisition, product production and sales, the establishment of market development goals, etc., the enterprise will be in the world market and give full play to its comparative advantages, carry out foreign economic and technological exchanges, participate in the international division of labor, international cooperation and competition and a series of business activities.

Kiss, briefly describe the complexity of transnational operation in what aspects of transnational operation refers to the enterprise to international demand as the guide, to expand exports as the goal, including overseas investment, marketing and other foreign business activities, that is, in the acquisition of resources, product production and sales, market fighting and the establishment of the goal of repentance, etc., the enterprise will be in the world market and give full play to its own comparative advantages, carry out foreign economic and technological exchanges, participate in the international division of labor, international cooperation and competition and a series of business activities.

Main features 1: Generally, there is a large company with strong national strength as the main body, and through foreign direct investment or acquisition of local enterprises, subsidiaries or branches have been established in many countries; 2. Generally, there is a complete decision-making system and the highest decision-making center, although each subsidiary or branch has its own decision-making body, it can be based on its own business field and different characteristics of the decision-making activities, but its decision-making must be subject to the highest decision-making center; 3. Generally change their business activities from the global strategy, seek markets and reasonable production layouts in bridge towns around the world, specialize in production and sell products at designated points, so as to make the greatest profits; 4. Generally, because of its strong economic and technological strength, rapid information transmission, and rapid cross-border transfer of funds, it has strong competitiveness in the world; 5. Many large multinational corporations, due to their economic and technological strength or advantages in the production of certain products, or have different degrees of monopoly on certain products or in certain regions. An international company that has established a branch in a foreign country or owned a company in partnership with local capital through direct investment, technology transfer, and other activities. Also called multinational corporations.

1. Localization model based on cost considerations.

Some multinational companies have adopted a localized executive staffing model due to cost considerations, and these multinational companies have a relatively high degree of localization. For example, Unilever in the study follows the local human resource management habits of Chinese subsidiaries in the setting of senior executives, and the company mainly hires or selects Chinese as senior managers, and 60% of the company's senior executives are held by Chinese.

2. A global centric model based on strategic considerations.

For strategic reasons, Coca-Cola has adopted a global-centric strategy in China, and the current president of China is British. The senior managers of the departments come from almost all parts of the world. The Coca-Cola Company's global center model is to recruit and select employees around the world, meet local demand for senior executives, and develop and equip talent on a global scale.

3. Regional center model based on regional cooperation.

The M&A company follows the parent company's original executive staffing model, and is not fully localized. In March 2000, France's Danone Group acquired a stake in Robust. The newly acquired Robust's senior management positions in China follow the original home country model – regionally staffed from across East Asia.

4. Ethnocentric model based on cultural considerations.

Similar to previous studies, both Rakuten and Toshiba, Japanese companies in China, have adopted ethnocentric human resource management models. Its senior executives are all sent from the company's headquarters in Japan. Therefore, the turnover of local managers below the middle level in these two companies is extremely high, and there are basically few managers below the middle level who have worked in the company for more than two consecutive years.

This is due to cultural differences, differences in philosophies, and differences in occupations between China and Japan.

Similarities: Both are aimed at maximizing the value of the company and building an evergreen foundation (purpose).

Differences: The two deal with the strategy of some companies depends on the situation at the time. There is also the run-in between the corporate culture and the cultural traditions of the environment.