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

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

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ABriefAnalysisofEnterpriseConflictManagementBasedonCulturalDifference

Abstract

Since1990s,multinationalcorporationshavemadeandpursuedglobalizationstrategyinordertoobtainthegreatestworldwidebenefit：

Viaexploringinternationalmarkettorisesalesamountandearnmoremoney;Bythewayoftakingpartincompetitionofinternationalmarkettosetupcorporatereputation;Throughexpandinginternationalmarkettoreducethedependenceofdomesticmarkets;Bythewayofexportingtomakefulluseofsurplusproductivity.

However,withtheprocessofeconomicglobalization,especiallytheincreasingofglobaltrade,itisunavoidablethatdifferentcultureswillmeet,conflict,andblendtogether.Peoplefromdifferentculturesfindithardtocommunicatenotonlyduetolanguagebarriersbutalsobeingaffectedbyculturestyles.Thispaper,analyzedandcomparedtheculturaldifferencesofdifferentcountries,mainlyexpoundswhatisculture,culturaldifferences,thebackgroundandperformanceofculturaldifferences,soastoletthemultinationalenterprisemanagersbetterdealwithandmoreeffectivemorereasonablesolvetheconflictproblemswhichcausedbyculturaldifferences.Atthesametime,thisarticlecombinessometypicalcasesandanalyzedtheconflictmanagementofcorporate.Also,thispaperdiscussestheculturaldifferencesofdifferentcountries,andhowdosetheenterprisemanageconflictsunderthisbackground.Finally,giveconclusion.

Keywords:

globalization;culturaldifferences;enterprise;conflictmanagement

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

Acknowledgements

Mythesis“ABriefAnalysisofEnterpriseConflictManagementBasedonCulturalDifferences”hasdrawnupontheadvice,encouragementandsupportofagoodnumberofteachersfromNanjingUniversityofAeronauticsandAstronautics.

Firstandforemost,mysincerethanksshouldgotomyLecturerXuYuan,whohasbeenprovidingmewithtechnicalguidanceandassistancestepbystepthroughoutthewholeprocessofthesiswriting.TheexistenceofthisthesisowesmuchtoProfessorXu’sselflessness,wisdom,andpatienceguidance,whoseinstructionsonthesiswritinghashelpedlayagoodfoundationfortheconstructionofthisthesis.I,too,owemygratitudetootherfacultyteachersinthedepartment,whohavecontributedinsomewaytotherefinementandaccomplishmentofthisthesis.

Second,lamgratefultomysister’sfriend,whohavegivemesomevaluableadvices.

IalsofeelindebtedtotheauthorslistedintheReferences,fromwhoseworksIhavedrawnagreatdealofinspirationandideas.

Mythanksalsogotoallofmyclassmates,myfriendsandmyfamily,fortheirhelpandencouragementintheprocessofwritingthisthesis.

Contents

Abstract…………………………………………………………………………………….3

Acknowledgements………………………………………………………………………..5

Contents…………………………………………………………………………………..6

1Introduction…………………………………………………………………………..7

2BasicConceptsandtheRelatedPerformanceofCulturalDifferences………………..7

2.1CultureandEnterpriseCultures………………………………………7

2.1.1TheConceptionofCulture……………………………………………………8

2.1.2ConceptsofEnterpriseCultureandsomeViewpointsofIt………………….…8

2.2CulturalDifferencesanditsFormationBackground…………………………….9

2.2.1ThePerformanceofCulturalDifference………………………………9

2.2.2Thecompareofconflictsarisefromculturedifference…………………………10

3HowtoGetAlongWellwithCulturalDifferences………………………….………12

4ConflictManagement…………………………………………………………12

4.1WhatisConflict?

………………………………………………………………….13

4.2HowtoRealizeEffectiveConflictManagementandSurmountCulturaldifferences……………………………………………………………………..……………..13

5Conclusion…………………………………………………………………………..14

References………………………………………………………………………………..15

ABriefAnalysisofEnterpriseConflictManagementBasedonCulturalDifferences

1.Introduction

Alongwiththeeconomicdeep-going,businessesofeverycountrybecominginseparabletouchwithothercountries.Inordertoamplifymarketshare,itisinevitabletochooseinternationalexpansion.What’smore,thewordismovingtowardpoliticalmulti-polarity,economicglobalizationandculturediversity.Besides,intheprocessofeconomicglobalization,businessestrytogetsuccessintheconflictmanagementbasedontheculturaldifferenceofdifferentcountries.Howtomakepeoplefromdifferentcountrieswithdiversebackgroundworktogethermoreeffectiveisakeypointthatthemanagersallaroundtheworldcareabout.

However,thereisnoone“right”cultureandbecauseofthisthereshouldn’tbeexpectationsforoneculturetocompletelyconformtoanother.Differentcountrieshavedifferentcustoms,values,beliefsandhabits.Internationalbusinessesareexpanding;meanwhilemanycompaniesaregoingglobal.Theemployment,sales,marketingexploitandmanagementofenterprise,atthesametimeitisunavoidabletocontractingwithvariousculturesanddealingwithdifferentconflictsacrossdifferentcultureenvironment.Misunderstandingscanoccurwhenemployeesarenotknowledgeableoninterculturalcommunication.Thesemisunderstandingscanresultinpooremployeemorality,lowworkefficiencyandevenconflicts.

2.BasicConceptsandtheRelatedPerformanceofCultural

Differences

2.1CultureandEnterpriseCulture

2.1.1TheConceptionofCulture

Cultureisasystemofsharedbeliefs,values,customs,behaviors,andartifactsthatthemembersofasocietyusetocopewiththeirworldandwithoneanother,andthataretransmittedfromgenerationtogenerationthroughlearning.Conceptionsofculturerangefrombroaderonestonarroweronessincecultureisubiquitous,multidimensional,complex,andall-pervasiveandmanydefinitionshavebeensuggestedfromdifferentangles.Cultureingeneralisconcernedwithbeliefsandvaluesonthebasisofwhichpeopleinterpretexperiencesandbehave,individuallyandingroups.

2.1.2ConceptsofEnterpriseCultureandsomeViewpointsofIt

It'simpossibletodrawauniformedconclusiononconfirmingcorporatecultureaswellasgivingacleardefinitiontoculture.Theunderstandingstowardcorporateculturevaryfrompersontoperson:

Enterpriseculture,undercertainsocialeconomiccondition,wasformulatedbysocialpracticeandtheconclusionofcommonconsciousness,values,workingethics,behaviorregulationsandstandardsobeyedbytheentiremembers,andwasakindofintangiblepowerandcapitalcondensingpeople'shearttorealizetheirvaluesandimprovecorporatecompetition.（LiuGuangMing,2002,p,.8）

ProfessorTaoXiaoMingpointedoutthat"corporateculturewasthecombinationofvariousculturalphenomenoninenterprisemanagement,andanewmanagementconceptionandbehavior"（2002,p.6）.

In1982s,HarvardUniversityprofessorTerrenceE.DealandAmericanManagementConsultingCompanyExpertAllanKennedy,coauthoredtheirbookCorporateCulture,statedthatallthoseoutstandingandsuccessfulcorporatehavetheirowncompetitivelypowerfulcorporateculture,containing5items:

（1）CorporateEnvironment;

（2）Values;（3）Heroes;（4）Customs;（5）CultureNetwork...

ZhouYuancheng,LiXiangyinandZouZidethoughtthatcorporateculture,onthebasisofadvantagecorporatecultures,wasmutualtouch,communication,absorbingandpermeationbetweenthetwotransplantedculturesandappropriatelymanagingthisprocess,i.e.,notonlybyabsorbingtheiradvantages,butalsobyeliminatingthosedisadvantagesexistinginthetwosidestomakeitgraduallystandardized,systemizedandrationalized,thenfurtherbecomenewmember'spsychologicalandbehaviorandcompetitiveness.

2.2CulturalDifferencesanditsFormationBackground

Whentwooraboveenterprisesfromvariouscountriesconductagenerationbusinessoranenterprisewhosememberscomefromdifferentcountries.Therewillbebigdifferencesinbeliefs,values,behaviorregulationsandmanagementstylesduetotheirdifferentgrowingexperiencesandexternalenvironment,thusenterpriseculturedifferenceswillalsocomeintobeing.

Fromthepointofviewofnationalculture,eachcountryhasitsownhistorybackgroundandspecificsituations.Therefore,eachonehasitsuniquenationalculture.BasedonHofstede’sstudy,nationalculturedifferencesmainlyperformin5terms:

powerdistance,uncertainty,avoidance,individualismandcollectivism,masculineandfeminism,long-termorientationandshort-termorientation.Thefeaturesofnationalcultureisindividualism,abilities,andutilitarianism,andthatcorporatecultureismuchstrongerindividualisticflavor,likeencouragingdevelopingpersonalitiesandcreations,focusingontheachievementofself-values,advocatingsharingcompetitiveprofits.

Duetotheircountrycultureaswellasdevelopmentexperience,thecorporateculturerangesdifferentlyfromoneanother.Therefore,contradictionsandmisunderstandingsareeasilyarisingduringtheperiodofgettingalongwitheachother.

2.2.1ThePerformanceofCulturalDifference

AmericanscholarEBTylorthink,cultureisakindofcomplexintegration.Culturaldifferencesarethekeyfactorwhichinfluencedculturalcommunication.Atthesametime,astheculturalcommunicationbarrierscausesomeconflicts;letmoreexpertstopayattentiontothestudyofculturaldifferences.Culturaldifferencesmainlyexpressedin:

Language;Thinkingway;Val