《跨文化交際課程unit9》由會員分享，可在線閱讀，更多相關(guān)《跨文化交際課程unit9（35頁珍藏版）》請?jiān)谘b配圖網(wǎng)上搜索。

1、Click to edit Master title style往,Click to edit Master text styles往往,Second level,Third level,Fourth level,Fifth level,*,單擊此處編輯母版標(biāo)題樣式,單擊此處編輯母版文本樣式,第二級,第三級,第四級,第五級,*,Intercultural Communication,Lecture 9:Intercultural business management,Review,Introductions and Greetings,Handshaking and Exchanging B

2、usiness Cards,Business Card Etiquette in,different cultures,Dressing and Dining,Social Customs,Invitations,Gift Giving,and Receiving,Humor,Superstitions and Taboos,Main Contents,1.,Cultural factors in international business management,2.,Corporate culture,3.,Development of teamwork,4.,Strategies for

3、 international marketers,What is,intercultural,business,management,?,跨文化商務(wù)管理真正作為一門科學(xué)，是在,20,世紀(jì),70,年代后期的美國逐步形成和發(fā)展起來的。它研究的是在跨文化條件下如何克服異質(zhì)文化的沖突，進(jìn)行卓有成效的管理，其目的在于如何在不同形態(tài)的文化氛圍中設(shè)計(jì)出切實(shí)可行的組織結(jié)構(gòu)和管理機(jī)制，最合理地配置企業(yè)資源，特別是最大限度地挖掘和利用企業(yè)人力資源的潛力和價(jià)值，從而最大化地提高企業(yè)的綜合效益。,跨文化,商務(wù),管理中涉及到三種文化：組織文化、合資企業(yè)文化及民族文化,。,1.,Cultural factors in i

4、nternational business management,There are four mian cultural in international business management:,Individual culture,Organizational Culture,National Culture,Joint Venture Culture,Types of organizational culture,Organizational culture is the personality of the organization.,It includes:,A,cademy cu

5、lture,universities,hospitals,large corporations,etc.,B,aseball team culture,investment banking,advertising,etc.,C,lub culture,the military,some law firms,etc.,F,ortress culture,banks,large car companies,etc.,Joint venture culture,What is joint venture?,合資企業(yè)一般指中外合資 中外合資經(jīng)營企業(yè)是由中國投資,者和外國投資者共同出資、共同經(jīng)營、共負(fù)盈

6、虧、共擔(dān)風(fēng),險(xiǎn)的企業(yè)。外國合營者可以是企業(yè)、其他經(jīng)濟(jì)組織或個(gè)人。,中國合營者目前只限于企業(yè)、其他經(jīng)濟(jì)組織，不包括個(gè)人,和個(gè)體企業(yè)。經(jīng)審查機(jī)關(guān)批準(zhǔn)，合營企業(yè)是中國法人，受,中國法律的管轄和保護(hù)。它的組織形式是有限責(zé)任公司。,The Functions of J,oint,V,enture,C,ulture,Culture fulfills a number of functions:,I,ntegration,create a general consensus on fundamental issues and facilitates decision making during crisis

7、,C,oordination,shared values and norms,coordinate actions motivation,the change of values and the emphasis on the individual,I,dentification,“we-feeling”,The influence of national culture,National culture is an important influence on the development of joint ventures.,National cultural differences h

8、ave an important impact in large,multinational companies.,The influences of national cultures,are an extra limiting variable,which management must take into account.The different levels of culture,which do not exist in isolation,are always linked together.,2.Corporate culture,What is Corporate cultu

9、re?,Simple terms:,Corporate culture,is“the way things work in a corporation.”Culture can be best understood as overlapping webs or patterns of widely shared and deeply felt values and assumptions in an organization.,General terms:,Corporate culture,is the look,the feel,the atmosphere of an organizat

10、ion and people within it.It is based on ones perceptions and assumptions of how things get done within that particular organization.,Some tips,in understanding,Corporate culture,A companys culture is greatly influenced by the,management,team as they set the policies and,practices for,the organizatio

11、n.,Many articles and books have been written in recent,years,about culture in organizations,usually referred,to as,“corporate,culture”.,Every organization has its own unique culture or value,set.,To be specific,corporate culture can be looked as a,system.,Often the people who see an organizations cu

12、lture,more,clearly are those from the outside,the new,comers,or the,consultants.,The contents of corporate culture,Culture comprises the deeply rooted,but,often,unconscious,beliefs,values,and norms,shared by,the members of,the organization.,Culture drives the organization and,its,actions.It is,somew

13、hat like“the,operating system”of the,organization.,It guides how employees think,act,and,feel.,The culture of Honda,Its logo,Honda 1,其創(chuàng)始人為本田宗一郎,本田汽車公司（Honda Motor）是汽車行業(yè)的彼得潘一,家拒絕長大的公司。作為世界上最年輕的以及少數(shù)幾家保持,獨(dú)立的主要汽車制造商，本田一向喜歡我行我素。本田堅(jiān)決,維護(hù)其創(chuàng)始人所倡導(dǎo)的獨(dú)立行事、快速行動的企業(yè)文化，大,膽地在全球戰(zhàn)略、產(chǎn)品概念以及可持續(xù)使用的資源等方面堅(jiān),持走自己的道路。當(dāng)習(xí)慣性思維促使汽車

14、制造商們紛紛朝一,個(gè)方向奔去時(shí)，本田注意到了這一點(diǎn)，于是便轉(zhuǎn)而向另一個(gè),方向進(jìn)發(fā)。,Honda 2,自 1948 年作為一家摩托車制造商誕生至今，本田的這一策略一直很奏效。本田現(xiàn)在是世界第七大汽車制造商和贏利最高的汽車制造商之一。本田在日本占有 15%的市場份額，超過日產(chǎn)（Nissan），僅次于豐田（Toyota）。在幾乎占據(jù)了本田營業(yè)利潤三分之二的北美市場，本田已經(jīng)建立了第五家汽車裝配廠，并且正在對叁大“汽車制造商最后的堡壘輕型卡車市場發(fā)起進(jìn)攻。它在新型燃料方面也占據(jù)著重要地位。在其它汽車制造商正在就行駛里程和排放主宰21世紀(jì)汽車工業(yè)的兩大問題大傷腦筋時(shí)，本田在這兩個(gè)領(lǐng)域已處于領(lǐng)先地位。,H

15、onda Mode（本田模式）,對公司員工,充分尊重個(gè)人，公平合理授權(quán),一人一事，自由競爭,（保證每一個(gè)人部自由選擇一個(gè)自己的主攻方向的權(quán)利。）,造就獨(dú)創(chuàng)式人才,顧客滿意為第一原則,信賴培養(yǎng),The Philosophy of Honda（本田哲學(xué)/本田理念）,本田精神中最核心的是“尊重個(gè)性”與“三個(gè)喜悅”，“它所表達(dá)的信念是：希望根據(jù)“尊重個(gè)性”同所有和本田的企業(yè)活動發(fā)生關(guān)系的人們建立一種能夠共同分享喜悅的相互信賴關(guān)系。”立足通過企業(yè)活動，“應(yīng)該使購買商品的人（購買的喜悅），從事商品的銷售，服務(wù)的人（銷售的喜悅）、從事創(chuàng)造商品的一系列企業(yè)活動的人（創(chuàng)造的喜悅），彼此能夠互相分享喜悅?！闭沁@

16、樣的富于人性化的、顧客導(dǎo)向的企業(yè)哲學(xué)，指引著本田企業(yè)的一步步發(fā)展壯大。,3.Development of teamwork,Teamwork means cooperation among employees and employers.,Team members must be flexible,adaptable,and able to work together to further their companies goals to succeed and stay competitive.,Selection of the team,There are several things to select a successful,team:,The composition of the team needs to be appropriate to the size of the team and the teams objectives.,The location of team members.,Functional expertise is not sufficient f