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论文编号：	11033
作者编号：	2120152570
上传时间：	2019/6/18 14:21:37
中文题目：	VL跨国企业国际化项目团队管理的优化研究
英文题目：	VL Group International Project Team’s Optimization Research
指导老师：	刘俊振
中文关键字：	跨国企业;国际化项目;项目团队管理;跨文化管理
英文关键字：	multinational corporations; international projects; project team management; cross-cultural management
中文摘要：	随着全球经济文化交流越来越频繁，资本及生产也在朝全球化的方向发展，信息技术与交通条件更是得到了长足发展，地理环境和距离再也不是商业活动不可克服的困难，经济一体化已是全球经济发展的必然趋势，世界各国及地区正在发展为彼此包容的整体，互为一体、互助互进、彼此竞争。 近年来，随着国际经济环境不断发生变化，以及市场经济的不断发展，竞争日益激烈，使跨国企业面临着十分严峻的考验。而传统运输设备制造行业发展也不容乐观，受世界宏观经济环境的影响，客车和建筑设备市场总体需求量不稳定，加之与铁路以及其他运输方式竞争的日益加剧，使得运输设备制造行业发展面临巨大挑战。 VL公司目前在全球卡车市场占据领先位置，并且在着力在全球拓展建筑机械业务。但是由于各个市场的发展水平不一样，业务开展的深入程度也不一样，这就需要公司在业务层面上做出调整和优化。同时，面对竞争对手的挑战，公司还要在科技、宣传等领域持续发力。同时公司的各品牌整合还在继续进行中。于是，为了支持VL公司的发展，近年来每年都有超过一千个项目正在进行中。从业务分类一般分为IT项目和商业流程项目。从业务流程看，项目覆盖生产、研发、销售、售后、财务等多个环节。由于公司业务覆盖全球市场，分支机构众多，大部分项目都是跨国项目，项目成员也来自多个国家的不同业务部门。因为项目成员分散，来自不同的文化，且来自不同组织部门，每个国际化项目都面临着挑战。 VL公司作为一家世界级的设备制造企业，由于企业文化和管理流程长期不变，并缺乏对于国际化背景项目的支持，导致国际化项目成功率下降，产品和服务的市场竞争力不足，使得公司业务量以及经济收入受到一定影响，在与竞争对手的比赛中落入不利局面。因此，公司目前急需对国际化项目管理进行优化，来帮助其改善现状。 由于项目管理具有短期性、目标导向、结果评价的特性，以及这样的跨国项目涉及到极具差异性的员工，需要融合各具特点的工作行为、态度、理念、价值观，以至于工作时的文化冲突，以及凝聚力不足，大大降低了项目效率，拖延了项目完工的周期，加剧了相应的成本。 本文介绍了世界范围内跨国公司发展的情况。介绍了跨文化冲突，跨文化融合和跨文化管理的概念。并分别对国内和国外的研究情况进行了分析。 本文采用的研究方法有文献分析法，访谈法和问卷调查法。笔者通过对大量相关文献进行深入研究调查并结合国内外在跨文化管理中的实际情况，从理论和实际上对相关理论进行验证和整合，并整理出适合企业应用的方法和经验。把适用于本企业的方案和企业的现行管理手段进行比较，对企业中存在的实际问题做出最好的解决方法。通过对VL公司各部门经理、人事经理、流程经理、项目经理及技术岗位员工进行随机抽样访谈，对项目管理现状、优势和劣势、相关人员提出的改进建议有了一定的了解，为研究VL公司项目管理流程和体系奠定了坚实的基础，为本文的写作提供重要参考。 结合VL公司项目情况，作者还设计了调查问卷并在内部进行问卷调查，基于调查结果，剖析项目运行现状及存在的问题，对于好的经验要保持，对于有问题的方面要找到症结，提出了解决方案。 本文通过VL公司内部国际化项目案例的分析，参考典型企业中项目团队管理的优秀实践，提出了对于VL公司内部跨国合作项目中跨文化项目及团队管理的优化设计，在文中还提出要实现这些优化设计，需要做出哪些实施保障。论文的研究内容可细分为六部分： 起始部分为绪论。在文章开篇就为读者介绍本文的大背景、目的和现实意义，对在文章中使用的具体方法进行简要介绍，并给出论文的研究框架。 第二部分为理论综述。主要从理论层面解析了项目管理和国际化项目的概念，在此基础上阐述了国际化项目管理的具体方法，从而为下文的开展提供理论基础。 第三部分将对公司的基本情况进行介绍，包括：公司简介、企业文化、组织构架、人力资源的基本情况和公司国际项目管理的实际情况。从项目管理的实际情况进行切入，将项目分类、项目流程、项目管理体系这几方面进行深入研究。接着把企业绩效、项目进度的管理、项目管理流程、经费、人力资源四部分中产生的矛盾和问题一一进行解决。最终，将每个问题产生的原因进行分类，多方面的对问题进行分析，确定解决方案。 第四部分为国际化项目管理的优化设计方案。首先将从优化目标与整体思路着手，在此基础之上来确定优化目标，优化思路，优化策略和优化原则。还将从项目管理者角度进行细致的分析。在国际化项目管理的优化设计方案部分，从国际化项目团队文化优化，国际化项目团队沟通优化和项目管理流程优化三个方面进行展开，阐述了对于各个需要优化方面的设计思路。 第五部分为国际化项目管理改进方案的优化保障。首先将从组织和制度角度分析如何让组织从行政层面支持项目管理改进方案，如何对组织的制度进行优化，以支持项目的优化需要。同时在预算和技术角度提出保障需求，让项目的优化没有后顾之忧。本章最后阐述了组织高层如何在战略和文化层面对项目管理优化进行保障。 第六部分是结论部分。从整体上对全文进行了梳理，总结性分析了文章的理论研究成果，解析了文章中研究存在的不足之处，并对未来的研究方向提出展望。
英文摘要：	With the increasing of global economic and cultural exchanges, capital and production are also developing in the direction of globalization. Information technology and transportation conditions have been greatly developed. The geographical environment and distance are no longer insurmountable difficulties in business activities. Integration has become an inevitable trend of global economic development. Countries and regions around the world are developing into a mutually inclusive whole, united as one, mutual aid and mutual competition. In recent years, with the constant changes in the international economic environment and the continuous development of the market economy, competition has become increasingly fierce, making multinational companies face a very severe test. However, the development of the traditional transportation equipment manufacturing industry is not optimistic. Due to the impact of the global macroeconomic environment, the overall demand for passenger cars and construction equipment is unstable, and the competition with railways and other modes of transportation is increasing, making the transportation equipment manufacturing industry face huge development challenges. VL currently holds a leading position in the global truck market and is focused on expanding its construction machinery business worldwide. However, due to the different levels of development of various markets, the degree of in-depth development of the business is different, which requires the company to make adjustments and optimizations at the business level. At the same time, it is facing the challenges of competitors, the company must continue to exert its strength in the fields of technology and publicity. At the same time, the company's brand integration is still in progress. Therefore, in order to support the development of VL companies, more than one thousand projects are setup every year. From business classification, it is generally divided into IT projects and business process projects. From the perspective of business processes, the project covers production, R&D, sales, after-sales, and finance. As the company's business covers the global market, there are many branches, most of the projects are multinational projects, and the project members are from different business departments in many countries. Because the project members are scattered, come from different cultures, and come from different organizational departments, each international project faces challenges. As a world-class equipment manufacturing company, VL company has a long-term corporate culture and management process, and lacks support for international background projects, resulting in a decline in the success rate of international projects and insufficient market competitiveness of products and services. Business volume and economic income have been affected to some extent, and it has fallen into an unfavorable situation in competition with competitors. Therefore, the company is currently in urgent need of optimizing the management of international projects to help them improve the status quo. Because of the short-term, goal-oriented, and results-based nature of project management, and the fact that such multinational projects involve highly diverse employees, it is necessary to integrate various characteristics of work behaviors, attitudes, ideas, values, and so on. Conflicts and lack of cohesiveness have greatly reduced project efficiency, delayed the completion of the project, and intensified the corresponding costs. This article describes the development of multinational companies worldwide. Introduces the concepts of cross-cultural conflict, cross-cultural integration and cross-cultural management. The domestic and foreign research situation was analyzed separately. The research methods used in this paper are literature analysis, interviews and questionnaires. Through in-depth research and investigation of a large number of related literatures and the actual situation in cross-cultural management at home and abroad, the author verifies and integrates relevant theories from theory and in practice, and sorts out the methods and experiences suitable for enterprise application. Compare the current management methods applicable to the company's programs and enterprises, and make the best solution to the actual problems existing in the enterprise. Through random sample interviews with VL company department managers, personnel managers, process managers, project managers and technical staff, the project management status, advantages and disadvantages, and suggestions for improvement proposed by relevant personnel have been understood. The project management process and system have laid a solid foundation and provided an important reference for the writing of this article. In combination with the VL company project, the author also designed a questionnaire and conducted a questionnaire survey internally. Based on the survey results, the current situation and existing problems of the project were analyzed. It need to find the solutions of the problems. Through the analysis of the internal internationalization project case of VL company, with reference to the excellent practice of project team management in typical enterprises, this paper proposes the optimization design of cross-cultural project and team management in the internal multinational cooperation project of VL company. What implementation guarantees need to be made to optimize the design. The research content of the paper has six parts: The initial part is an introduction. At the beginning of the article, the reader introduces the background, purpose and practical significance of this article, briefly introduces the specific methods used in the article, and gives the research framework of the thesis. The second part is a theoretical review. The concept of project management and internationalization project is mainly analyzed from the theoretical level. On this basis, the specific methods of international project management are expounded, which provides the theoretical basis for the following development. The third part will introduce the basic situation of the company, including: company profile, corporate culture, organizational structure, basic situation of human resources and the actual situation of the company's international project management. From the actual situation of project management, we will conduct in-depth research on project classification, project process and project management system. Then, the contradictions and problems arising from the four parts of enterprise performance, project schedule management, project management process, funding, and human resources will be solved. In the end, the causes of each problem are classified, and the problems are analyzed in various aspects to determine the solution. The fourth part is the optimized design of international project management. First of all, we will start from the optimization goal and the overall idea, on the basis of which we will determine the optimization goal, optimize the idea, optimize the strategy and optimize the principle. A detailed analysis will also be carried out from the perspective of the project manager. In the part of the optimized design of international project management, the international project team culture optimization, international project team communication optimization and project management process optimization are carried out, and the design ideas for each optimization need are expounded. The fifth part is the optimization guarantee for the international project management improvement program. First, it will analyze how to support the project management improvement program from the administrative level and how to optimize the organization's system to support the project optimization needs. At the same time, the demand for protection is put forward from the perspective of budget and technology, so that the optimization of the project has no worries. The chapter concludes with a description of how organizational leaders can protect project management optimization at the strategic and cultural levels. The sixth part is the conclusion. The paper analyzes the whole text as a whole, summarizes the theoretical research results of the article, analyzes the shortcomings of the research in the article, and proposes the future research direction.
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