联系我们

论文查询结果	返回搜索

论文编号：	7004
作者编号：	2220110856
上传时间：	2014/12/9 20:52:17
中文题目：	基于文化差异的跨国企业管理研究
英文题目：	Multinational Corporation management study based on different cultures
指导老师：	马连福
中文关键字：	需求层次理论；跨文化管理；印度及东南亚文化；企业财务管理；精益制造
英文关键字：	Hierarchy of needs; Cross culture management; India & South East Asia Culture; Enterprise Financial management; Lean manufacturing
中文摘要：	本文从文化差异的角度研究跨国企业的管理，以世界500强企业霍尼韦尔在印度和马来西亚的工厂为研究对象，以企业的实际运营管理中遇到的困难和挑战为切入口，针对不同文化下的企业管理的一些规律和其背后的原因进行分析，归纳和研究，发现问题，提出解决方案，并且应用企业管理和在“组织行为学”中学到的理论，通过实施应用统一的财务管理制度和组织管理手段，解决了企业管理中遇到的问题。作者希望分享在这一研究过程中获取的经验，研究结果和采取的管理手段，为中国企业及企业家在未来类似的跨文化管理提供一定的经验和范本；为中国企业进入相关文化和地区提供一定的参考意见。 本文针对印度的三家工厂和马来西亚的一家工厂的运营进行研究，以公司管理中亚伯拉罕-马斯洛德的“需求层次论”（hierarchy of needs theory）为主线，印证了无论何种文化背景，个体和组织的行为都有其实现个体或组织需求的原因。再通过实施统一的财务分析工具后，作者能够量化管理的差距和努力的方向，在改进措施的实施过程中，因地制宜地针对在不同文化背景下个体对管理的反应，通过满足其特有的需求，进行管理和疏导，通过人来达成目标，成功地解决了不同文化背景下的跨国企业管理中的一些问题，达到企业与组织效益/效率的最大化。 霍尼韦尔将印度，马来西亚列为高增长地区，从公司的角度，提出了较高的增长指标，然而，其四家工厂的运营结果并不如人意，甚至产生了劳资纠纷。针对这一企业生产运营中遇到的问题，作者在老师的指导下，从问题产生的文化，地域背景出发，分析了其背后的深层次原因，以企业管理和财务管理的理论为依据，参考企业内部标准的管理制度和指标，综合考虑不同区域的人员组织水平及不同国家，地域的文化差异，设计了通用的财务管理工具和组织管理的制度，从组织和文化建设； 企业运营指标管理和提高； 战略和年度指标制定等三个大项阐述在印度和东南亚进行企业运行和管理工作应该注意和着手的方向，并以统一的财务指标为切入点，从制度，指标，团队，文化，沟通，管理等六个方面进一步加强管理， 提高了企业的成熟度，取得了很好的结果。 本论文的创新点在于从笔者亲身的经验出发，以一个中国籍管理者的视角，从跨文化的角度，对跨国企业管理进行研究，在分析的过程中，始终以财务指标为核心，围绕这一通用的语言，量化了目标差距，指出了管理的方向，再通过研究不同文化背景下，如何统一可以被广大受众接受的管理方法，激励员工的自主改善，引导企业管理层关注正确的指标，达成了良好的效果。 本文全文共分五章：第一章是绪论部分，主要阐述为什么选取这个题目，以及研究思路、方法与理论依据； 第二章是印度和马来西亚的企业管理问题分析， 介绍相关的国家和地区的企业管理中遇到的问题，从人文特点，社会制度等方面论述了问题产生的文化和社会背景；第三章介绍了在印度和马来西亚实施企业管理的策略； 第四章阐述了如何在印度和马来西亚从团队建设，绩效和财务管理等方面保障企业管理策略的成功实施；第五章是本文的结论部分。
英文摘要：	This thesis is try to study the MNC management based on different culture, use the top 500 company – Honeywell’s India and Malaysia factories as the case study targets; Penetrate into the study from actual operational challenges and difficulties, conducted the study, analysis, and summary under different culture environment, detect the problem and reasons in behind, worked out the solution against the issues; by applying the theory and knowledge from “corporate management” and “organizational behavior”, thru implemented standard financial management tools and organization management methodology, fixed the problems in above factories. The writer wish to share the experience and lesson learnt from this study, to provide some reference and insight for Chinese company and business leaders of some cross cultural management in the future. The thesis referred to theory of enterprise management and project management, meanwhile integrated with the theory of strategy management and organizational behavior; due to the big scale of the organization as well as the significant geographical span, in purpose of common language and easy to understand, during the introduction, also aligned with theory of finance reporting and analysis on operational activities, human resources management and performance management; use the above 4 factories as the target, thru analysis the challenges from the company operation, implement relevant management methodologies based on characters of different geographic locations, culture difference, size of the site that try to maximize the performance/efficiency of the organization and companies. The thesis study the operation of three factories in India and 1 Malaysia plant, based on the theory of “hierarchy of needs theory” by Abraham Maslow. The study confirmed that no matter what kind of culture background it is, the individual or organization all has the intention of achieving their own value/needs. Thru applying standardized financial management tools, the writer was able to quantify the gaps as well as direction in corporate management, thru fulfill the needs from people under different culture, guide and manage team achieve enterprise’s target, maximize the interests and efficiency of the company. Honeywell as an enterprise is now positioning India, Malaysia as high growth region, from the angle of company, raised higher growth target for these regions; however, the actual operating performance was not satisfied for these 4 factories, even there were some labor relationship issues occurred. To address these problems, under Professor Ma’s guidance and instruction, the writer conducted the study based on different culture, geography, analyzed the deep root cause in behind; By referring to company’s internal criteria and guidance, based on financial management and organizational deployment theory, designed or implemented a series management tools cross the operation, from below three aspects: Organization design and deployment, Enterprise operational metrics improvement, Strategy and Annually operating plan to elaborate the methodology of managing corporation in India and Southern Eastern Asia countries, using standard financial tools, enhance and improve the company management and improve the maturity of the management from six angles: system, metrics, team, culture, communication and management; literally achieved very good result. The innovative points of this paper is based on real cases and experience, from an unique view angle of a Chinese leader, based on the cultural difference, conducted the MNC enterprise management study; always focus the finance metrics which is a common language of company management during the study, quantified the gaps and pointed out the direction of management, also based on the study of different cultures, study how to utilize widely accepted management tools to further motive employees for kaizen improvement, guide leadership team focus the correct targets, achieved good result. There are total six chapters in this article: The first chapter is the brief introduction that elaborates why the topic been chosen, the thought processes, method and theory that the study was based on; the 2nd chapter introduced the challenges and problems encountered in India and Malaysia factories, the writer elaborated the causes of these problems and challenges from culture and social system perspectives; The 3rd chapter introduced the strategy of carrying on company management in India and Malaysia; The 4th chapter is about how to build up team, conduct performance management and financial control in India and Malaysia, literally to secure the company management’s strategy to be successful; The 5th chapter is the conclusion part of this paper.
查看全文：	预览  下载(下载需要进行登录)