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1、Under the Multicultural Background of Management MethodsSubmitted by LIJUN QIANStudent ID number 082081010001Supervised by MEIPING ZHUA thesis submitted in partial fulfillment of the requirements of the degree of Bachelor of ArtsThe Institute of Online EducationBeijing Foreign Studies University北京外国
2、语大学网络教育学院学士学位论文诚信声明本人郑重声明： 所呈交的学士学位论文，是本人在导师的指导下，独立进行研究工作所取得的成果。论文所涉及的项目为本人亲自负责或者参与实施的项目。除文中已经注明引用的内容外，本论文不含任何其他个人或集体已经发表或撰写过的作品成果。本人完全了解本声明的法律结果由本人承担。学士学位论文作者签名：钱丽君 日期：2011 年 5 月 30 日摘要无论是进行国际经营活动，还是完成国际企业的战略目标以及在竞争中获得胜利，都需要人力资源管理的保障。通过对一些资料的研究分析发现国际企业经营的任何问题，归根到底都要落实到人，或者是有人去创造，或者必须有人来解决。所以，把适当的人在
3、适当的时间安排到适当的位置上，便成为企业成败的关键。 现在，我们无时无刻不感觉到人力资源的多样性和复杂性已成为了组织不可回避的事实，组织的跨文化管理、企业人力资源管理越来越难以步调一致。又因为已走出国门和正准备走出国门的企业急需要经验的支持，在这个过程中，已经出现了极度保守、非理性行为、沟通中断等系列的严重现象，导致了企业交易成本的迅速上升。然而，中国经济的发展，走向世界的脚步不能缓慢，这就要求我们高度重视人力资源的跨文化管理，解决跨文化管理过程中所遇到的难题。 国际商务活动的人力资源管理包括对管理者的管理和对员工的管理两个方面。但是由于国际经营存在着不同民族、不同文化背景的交叉现象，因而使人
4、力资源管理较为复杂。在跨国公司子公司的工作人员必须扮演多元化的角色，起着沟通两种文化桥梁的作用。他们还必须在不同的文化环境和不同的文化背景下，指导和协调经营活动。在这一过程中，子公司所选派的人员个性、素质、经历和对东道国语言、文化的熟练程度和对环境的适应性成为很重要的影响因素，对管理人员的选拔培训等也尤为突出。除此之外，企业在国际经营中还会感到各国工人素质、劳资关系和管理形式方面都存在很大的不同之处，这些都是国际商务活动中的人力资源管理的独特的地方。我们都知道跨国企业与真正的国内企业在文化上的主要区别，是前一个随着对国外的投资，必须直接和当地的文化交流；后一个是仅仅涉及一国或者一个民族的文化。
5、本文主要通过在多元文化背景下针对文化差异与文化适应、管理的转移、参与管理和多元文化和人力资源计划这四个方面进行分析。关键词：差异； 适应； 转换 ；人力资源 ；管理计划AbstractNot only for international business activities, or completion of the international enterprises of strategic objectives and victory in the competition, protection of the human resources management is required.
6、 Through the analysis of some of the information found any aspects of international business, in the final analysis should be implemented in person, or is someone going to create, or someone has to solve. Therefore, the right people at the right time and the appropriate location will become critical
7、 to business success. Now, we all feel the diversity and complexity of human resources has become the unavoidable fact that an organization, organization of intercultural management, human resources management more and more difficult to keep. Because had to go abroad and is preparing to go out of th
8、e country enterprises needed to experience support in this process, there have been extremely conservative, irrational behavior, communication interrupted series of grave phenomenon, lead to rapid rise in business transaction costs. However, Chinas economic development to the worlds footsteps can no
9、t slow, which requires that we attach great importance to the cross-culture management of human resources and solve problems encountered in the process of cross-culture management. Human resources management in international business activities includes management of managers and the staffs manageme
10、nt of the two. But due to the international operation of the crossing of different nationalities, different cultural backgrounds, it makes human resources management more complex. Staff in subsidiaries of transnational corporations must play a wide variety of roles, which play a communication bridge
11、 between two cultures. They must also be in different cultural environments and under different cultural backgrounds, directing and coordinating activities. In this process, the subsidiaries the personality and quality of selected personnel, experience and proficiency in the language, culture of the
12、 host country and adaptability to the environment to be very important factors, selection and training of management personnel are particularly prominent. In addition, also feel national workers in enterprises operating in the international quality management, labor relations and form where there ar
13、e very different, these are unique to human resources management in international business activities.We all know that true of domestic enterprises in multinational enterprises and major cultural differences, as foreign investment is the previous one, must be direct and local cultural exchanges; the
14、 latter is concerned only with one country or culture of a nation. Article mainly by under the multicultural background for cultural differences and cultural adaptation, transfer, participation in the management and the management of cultural diversity and human resources plans to analyze these four
15、 aspects.Keywords: difference; adaptation; transfer; human resource; management planningTable of ContentsPages1. Project Introduction 72. Problem Identification and Analysis8 2.1 Cultural difference and cultural adaptation8 2.1.1 Attitude towards work and achievements82.1.2 Attitude towards the future82.1.3 Attitude towards authority82.1.4 Family responsibilities82.1.5 Social structure8 2.2 culture adaptation9 2.2.1 The ways to adapt the culture9 2.2.2 Adapting them to change the local socio-cultural background9 2.2.3 Internal changes by the local culture92.3 Adaptability of foreign culture9
