Multinational enterprises should pay special attention to management issues under cross cutting cult

First of all, it is necessary to clarify whether there is a real cultural difference or a contrived one, whether it is a cultural difference in the company or a pure clash of personalities.

Second, it paints a clear picture of the company's growth prospects, sets a clear set of expectations, establishes an effective operating style, and develops a corporate culture that draws on and respects the traditions of these countries while transcending nationalism.

If multinational companies want to deal with culture conflict, they must move closer to their own culture.

Legal and Policy Awareness].

In cross-border operations, many developed countries have relatively sound laws and policies, such as the managers of joint ventures enjoy more rights. In contrast, factory directors and managers in China are subject to red-headed documents and are often constrained by higher-level management agencies, which can easily lead to friction and conflict between the two sides.

Personal suggestion] If the company's own culture needs to be adjusted, it is also necessary to automatically adjust from top to bottom, rather than choosing to adapt to the passive adjustment of foreign culture, I suggest that you must learn relevant management knowledge in life, so as to better ensure the operation of the enterprise, and at the same time, it should be noted that if there is a conflict in the management culture, you can also vote through the board of directors to analyze the handling of opinions, and there must be no ultra vires.

1. In terms of ways of thinking, it is generally believed that there are obvious differences between Chinese and Western people. In terms of logical characteristics, it is generally believed that Westerners are characterized by chess logic based on facts; The Chinese are concerned about the logic of Go. The logic of Go focuses on building an encirclement and expanding the territory as much as possible; The logic of chess focuses on challenging the coach, and the "general" wins.

Therefore, when a Chinese person does not get straight to the point and clearly puts forward his demands in business dealings, it does not mean that he is not trying to force the other party to fulfill his wishes. In addition, it is generally believed that Westerners are team-oriented in their way of thinking, focusing on things or things, being loyal to principles and focusing on individuals. The Chinese, on the other hand, pay attention to hierarchy, focus on the human aspect, adapt to local conditions and pay attention to the whole.

2. In terms of the salary and treatment of enterprise personnel, the Chinese side pays more attention to the qualifications, academic qualifications and professional titles of enterprise personnel. In terms of wage policy, the wage growth base should be directly linked to the economic efficiency of enterprises. In the West, wages are determined according to the nature and ability of employees' work, and wage adjustments are combined with price indices and cost-of-living indices.

The remuneration of employees is related to the nature of the work they do, and the salary package will only be considered if the job content changes.

In the process of multinational corporations, or enterprise development and blood exchange, Bert Consulting often faces the conflict problem arising from the integration of local and foreign cultures. Bert Consulting believes that in the process of interacting with foreign culture, the company's own culture is always a strong culture. If the company's own culture needs to be adjusted, it is also a top-down active adjustment, rather than a passive adjustment to adapt to foreign culture.

In the way of managing cultural conflict, the first is preventive measures, that is, the need for partners or external talents with similar cultural genes, so as to actively reduce the possibility of cultural conflict; The second is active intervention, that is, for external talents with conflicting cultural status, clearly inform the enterprise of its own cultural connotation, so that external talents can clearly understand the value orientation and judgment criteria of the enterprise, and at the same time have a certain margin for error in combination with actual work, so that external talents can gradually adapt to the company's own culture.

Enterprises should do a good job in cross-cultural management, first, to achieve cross-cultural communication and understanding, that is, to solve the communication problem between employees, the company needs to guide employees, encourage employees to work and communicate with employees more often, this guidance and encouragement can also be a variety of forms, such as through regular departmental gatherings, seminars and other forms of regret hunger to strengthen cross-cultural exchanges, etc., to create good opportunities for cross-cultural exchanges, but also to provide employees with a more relaxed communication space.

Second, in terms of cross-cultural training, what is the content of cross-cultural training? In general, it should include theoretical language learning, cultural background learning, and simulation of actual environments. In this way, Qianzheng allows employees to understand each other's imitation culture, respect each other, break down inherent barriers, and resolve communication problems caused by cultural differences in work.

Carrying out cross-cultural training is also the most critical step for enterprises to achieve cross-cultural management, and it also has a positive role in promoting the training of high-quality managers. However, cross-cultural training courses are not so easy to do, and relying on the company's training department alone to develop a training plan may not be the essentials and achieve the desired results of the enterprise. Now there are also corporate training institutions on the market that provide this kind of cross-cultural training for enterprises, and we can cooperate with professional training institutions to develop reasonable and effective training programs through excellent teachers and mature teaching teams, so that enterprises can carry out cross-cultural training smoothly.

(1) Understand cross-cultural communication in the management process.

1) It is impossible for managers to avoid communication.

2) Communication is not the same as understanding.

3) Communication is irreversible.

4) Communication should pay attention to the occasion (5) Communication is a dynamic process (2) Develop two-way communication.

3) Distinguish between high-correlation culture and low-correlation culture.

4) Develop empathy.

5) Know yourself.

First of all, it is necessary to understand that perception, stereotype, lack of empathy, ethnocentrism and other factors are barriers to cross-cultural communication, so it is necessary to be familiar with the communication habits of the communication object, understand the other party, and treat them kindly. At the same time, pay attention to some non-verbal aspects when communicating, such as behavior, posture, smile, spatial distance, voice, intonation, etc.