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论文编号：	196
作者编号：	2120062376
上传时间：	2008/6/13 21:49:19
中文题目：	跨文化项目实施团队的建设过程与
英文题目：	Cross-Culture Project Manageme
指导老师：	戚安邦
中文关键字：	跨文化;项目实施团队;建设过程
英文关键字：	Cross-culture;Project implemen
中文摘要：	本研究发现，跨文化项目实施团队的规划、组建与开发具有很强的独特性，与一般的同质性文化团队的规划、组建以及开发存在着很大的差异，不能够按照传统的项目团队管理的方法进行。而是需要以跨文化项目实施团队自身的独特性要求为出发点，根据文化差异及其带来的影响，通过任务分析、人员分析、关系分析来进行项目团队规划，并通过获取信息、成员选拔和录用评估等过程，结合跨文化工作培训等具体工作，提高跨文化项目实施团队的绩效。 同时，跨文化项目实施团队的建设必须根据高绩效跨文化项目实施团队的特征，以及跨文化项目实施团队发展的不同阶段，通过测度团队绩效和团队状态，对照计划与预期，寻找到其中的差异，分析导致差异的原因，并在此基础上制定改进的计划。通过实施改进计划达到团队开发的目的。在跨文化项目实施团队的开发中，会议起着至关重要的作用。 研究得出了跨文化项目实施团队的独特性。除了一般项目团队所具有的目的性、临时性、团队性、开放性、双重领导特性外，跨文化项目实施团队还具有任务范围的相对有限性、人员构成专业化多样化、与外界的关系有限、工作强度大、对团队自我管理自我激励的要求高等特性，更重要的是，具有难以快速融合、工作紧张程度高、信息整理与传播过程阻力大、对任务理解容易产生分歧、团队凝聚力较低、面临来自不同文化和权力的影响大等独特的特征。同时，领导方式、沟通方式、冲突解决方式、对任务的理解等的不同导致团队开发面临挑战，同时不同文化之间的优越感和上层授权的模糊性都为项目团队的建设带来了更多的不确定性因素。 在一般项目团队规划的基础上，结合跨文化项目实施团队的独特性，提出了基于事业环境因素、组织过程资产、项目自身相关信息等条件，深入考虑文化多样化背景的，以任务分析、人员分析和关系分析为核心步骤，结合跨文化认同培养规划、跨文化管理方法开发规划、跨文化合作能力培养规划等支撑细节的，跨文化项目实施团队的规划方法。总结归纳出了高绩效跨文化项目实施团队的特征，并以此为建设目标和建设维度，提出了跨文化项目实施团队开发的循环过程模型。 关键词：跨文化 项目实施团队 建设过程
英文摘要：	In this study, the cross-culture team for project implementation planning, establishment and development is very unique. It is different that compare to the planning for the teams that belong to the same culture, so the way of handling should not be the same to the traditional project team management methods. It will need cross-culture project implementation team own unique requirements as the starting point, according to cultural differences and the impact of adoption of task analysis, and the analysis of project planning team and, through access to information, members of the selection and assessment of hiring and so on, work with cross-culture training and other specific works, and improving the cross-culture project implementation team’s performance. At the same time, the cross-culture team building project implementation must be based on a high-performance cross-culture characteristics of the project implementation team, as well as the cross-culture project implementation team at different stages of development, through the measurement of team’s performance and the status control plans and the expected differences found will leading to the cause of the discrepancy, and based on that to draw up improvement plans. Through the implementation of plans in the cross-culture development of the project implementation team, to improve team development purposes will play a vital role in the meeting. The result for the studies of the cross-culture project implementation team is very unique. Apart from the general project team with the trait of purposefulness, the temporary nature, the openness, and the characteristics of the dual leadership, cross-culture project implementation team also has relatively limited scope of the tasks and the composition of professional diversification with limited relations with the outside world and the harshness of the work and the requirements of self-managing team combined with self-motivation features, and more importantly, the difficulty of rapid integration and also a high degree of tension in the work make the unstable elements in the organization of information and communication process. The task of understanding can easily lead to differences, lower team cohesion with be faced by different cultures with the authority of the unique features. At the same time the leadership and communication for conflict resolution, such as the task of understanding the different challenges facing the development team leading, and the sense of superiority among different cultures and the unclear from top level brings to the construction of the project team with more uncertainties. On the basis of general project team planning，cross-culture projects with the uniqueness of the implementation team has been put forward the cause of environmental factors, organizational process assets, and other information related to project with their own conditions, in-depth consideration of the background of cultural diversity and task analysis as well as personnel analysis and analysis at the core steps of cross-culture identity planning and training and cross-culture management development planning, cross-culture cooperation and capacity building support, such as details of the planning, cross-culture project implementation team planning approach. To a summary that to a high-performance with cross-culture characteristics of the project implementation team as well as the goal of building and construction dimension to the cross-culture development of the project implementation team in cycle process model. Key words: Cross-culture Project implementation team Team building process
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