北外 跨文化管理 作业Assignment 01
跨文化管理与沟通作业指导书
跨文化管理与沟通作业指导书第1章跨文化管理概述 (3)1.1 文化与跨文化管理 (3)1.2 跨文化管理的重要性 (3)1.3 跨文化管理的主要理论 (3)第2章跨文化沟通的基本概念 (4)2.1 沟通与跨文化沟通 (4)2.2 跨文化沟通的障碍 (4)2.3 跨文化沟通的有效策略 (5)第3章文化差异与沟通风格 (5)3.1 文化维度理论 (5)3.1.1霍夫斯泰德文化维度理论 (5)3.1.2霍尔文化维度理论 (5)3.1.3特朗皮纳斯文化维度理论 (6)3.2 东西方文化差异 (6)3.2.1价值观差异 (6)3.2.2沟通风格差异 (6)3.2.3时间观念差异 (6)3.3 沟通风格在跨文化背景下的体现 (6)3.3.1语言表达 (6)3.3.2非言语沟通 (6)3.3.3沟通节奏 (6)3.3.4沟通礼貌 (6)第4章跨文化团队管理 (7)4.1 跨文化团队的构成与挑战 (7)4.1.1 成员构成 (7)4.1.2 文化差异 (7)4.1.3 组织结构 (7)4.2 跨文化团队的建设与维护 (8)4.2.1 团队建设 (8)4.2.2 团队维护 (8)4.2.3 团队激励 (8)4.3 跨文化团队的沟通策略 (8)第5章跨文化谈判 (9)5.1 跨文化谈判的特点与挑战 (9)5.1.1 特点 (9)5.1.2 挑战 (9)5.2 跨文化谈判的策略与技巧 (9)5.2.1 策略 (9)5.2.2 技巧 (10)5.3 跨文化谈判的案例分析 (10)第6章跨文化企业战略管理 (10)6.1.1 战略背景分析 (11)6.1.2 战略目标设定 (11)6.1.3 战略路径选择 (11)6.1.4 战略资源配置 (11)6.2 跨文化企业战略的实施与调整 (11)6.2.1 战略分解与落实 (11)6.2.2 组织结构优化 (11)6.2.3 人力资源管理 (11)6.2.4 风险管理与控制 (11)6.2.5 战略监测与调整 (11)6.3 跨文化企业战略的沟通与推广 (12)6.3.1 内部沟通 (12)6.3.2 外部沟通 (12)6.3.3 品牌推广 (12)6.3.4 跨文化培训 (12)6.3.5 信息传播 (12)第7章跨文化领导力 (12)7.1 跨文化领导力的特点与挑战 (12)7.1.1 特点 (12)7.1.2 挑战 (12)7.2 跨文化领导力的培养与发展 (13)7.2.1 培养跨文化意识 (13)7.2.2 增强领导风格适应性 (13)7.2.3 提高同理心和冲突解决能力 (13)7.3 跨文化领导力的案例分析 (13)第8章跨文化企业培训与教育 (13)8.1 跨文化企业培训的重要性 (14)8.1.1 增强跨文化沟通能力 (14)8.1.2 促进企业文化融合 (14)8.1.3 提高企业竞争力 (14)8.1.4 降低跨文化冲突风险 (14)8.2 跨文化企业培训的方法与内容 (14)8.2.1 培训方法 (14)8.2.2 培训内容 (14)8.3 跨文化企业教育的实践与评估 (15)8.3.1 实践方法 (15)8.3.2 评估方法 (15)第9章跨文化冲突管理 (15)9.1 跨文化冲突的类型与原因 (15)9.1.1 类型： (15)9.1.2 原因： (16)9.2 跨文化冲突的解决策略 (16)9.2.1 增强跨文化意识： (16)9.2.3 调整组织结构和管理方式： (16)9.2.4 增进合作共识： (16)9.3 跨文化冲突的案例分析 (16)第10章跨文化企业未来发展趋势 (17)10.1 全球化背景下的跨文化企业挑战与机遇 (17)10.1.1 挑战 (17)10.1.2 机遇 (17)10.2 跨文化企业的发展策略与建议 (17)10.2.1 增强跨文化意识 (17)10.2.2 构建跨文化团队 (17)10.2.3 制定灵活的人力资源政策 (17)10.2.4 优化供应链管理 (17)10.3 跨文化企业成功案例分析与实践展望 (18)10.3.1 成功案例分析 (18)10.3.2 实践展望 (18)第1章跨文化管理概述1.1 文化与跨文化管理文化是一个国家或地区在长期的历史发展过程中形成的共同价值观、信仰、行为规范和生活方式的总和。
北外1603奥鹏远程教育--跨文化管理--参考答案
第一单元单选题1 根据“文化层次理论”以下选项中属于“中层文化”的是（ ）A. 一个国家的建筑风格B. 一个民族使用的语言C. 中国人用筷子吃饭D. 墨西哥人认为“工作是为了生活”2 根据文化的“冰山理论”以下文化现象中不属于文化的隐形部分的是（） ） A. 绘画、电影、音乐等艺术作品B. 西方人采用分餐，而中国人喜欢分享菜肴C. 中国人认为“加班”是工作勤奋的表现D. 在美国，陌生人见面时通过握手来表示友好3 比较以下几种企业的经验战略，哪种战略几乎不受到文化差异的影响（A. 地区内经营战略B. 全球经营战略C. 跨地区经营战略D. 跨国经营战略4 以下哪个地区的企业组织结构最为扁平（ ））A. 亚洲B. 非洲C. 北美D. 欧洲 5 以下那个现象会出现在美国的公司当中（A. 公司的中层领导由企业老总任命B. 公司员工之间强调等级和人际关系C. 公司的每个岗位都有职位描述，有完善的绩效评估体制D. 公司中决策的程序是自上而下6 以下哪个国家的人极有可能会为了工作效率，越级处理事情（ ）A. 瑞典B. 印尼C. 西班牙D. 中国7 以下哪个国家的文化认为“企业的管理者不必一定是该领域的专家”（）A. 美国B. 法国C. 日本D. 西班牙8 以下哪个公司的经营策略没有考虑到当地文化的因素（ ）A. 尼桑汽车公司结合美国人的口味来设计SUV 汽车B. 肯德基积极开发适合中国人口味的食品C. 星巴克在北京的故宫中建立分店D. 诺基亚专门设计在中国市场推销的手机技术9 以下哪种表述不能体现了一个公司的价值观（ ）A. 公司员工都是来自于同一个地区B. 公司的员工都穿同样的工作服C. 公司会庆祝每位员工的生日D. 公司采用弹性上班时间1 0 以下选项中对文化的定义较全面的一项是（ ）A. 文化是一切人工创造的环境B. 被一群体人共享的价值观念系统C. 文化是人的“心里程序”D. 文化是某一群体解决解决问题所采用的途径和方法第一单元判断题1 隐性文化包含中层文化和核心文化两部分。
对外经济贸易大学远程教育学院《跨文化管理》作业答案
10.在和日本人的一次商务谈判中，你已经问过对方是否愿意加入一条款，他们回答“是的”，所以你把那一条款写入了合同。
可事后你发现日本人对所加的条款非常不高兴，原因是：（）A.“是的”有时可以理解为“也许”，这个例子中的日本人只是想再考虑一下。
B.日本人很少直接说“不”字，有时候，即使他们不同意什么事情时，他们也说“是”，生怕让对方感到尴尬。
C.日本人认为你知道他们不希望加入这一条款。
D.日本人的“是的”是指“你是对的，我们不同意这一条款”。
11.男性化倾向较弱的国家是：（）A.日本B.英国C.中国台湾D.瑞典12.根据郝夫斯特的文化维度理论，印度尼西亚的商人一见面就问一些有关工作，薪水，教育程度等私人的问题，是因为：（）A.这些问题被认为在中国是很重要的B.这些问题可以确定你所在的社会阶层C.这些问题被认为是礼貌的D.印度尼西亚人注重情感，注重人际间的长期关系13.下列哪项不属于“文化冰山”隐匿的部分是:（）A.思考B.沟通模式C.信仰D.社会传统14.关于日本文化的叙述中不正确的是：（）A.信奉人生是短暂的，应当快马加鞭，多出成果B.对生活的看法是“工作是为了生活”C.强调公平效率D.有很强的男性化倾向15.关于交流的说法不正确的是:（）A.闲聊天也属于交流的一种形式B.交流一定要有明确的目标C.交流一定要达成协议D.在交流的过程中，传递的更多的是人们的思想而非信息的内容16.阿拉伯人的谈判风格是:（）A.注重情感，注重人际间的长期关系B.出价高，而且不肯让步C.把谈判中的让步视为懦弱的行为D.不喜欢从实际谈判情形出发，而喜欢从理性出发17.英国《经济学家》杂志称（）为把文化多元性作为一个管理科目的“发明家”。
A.吉尔特·郝夫斯特B.克拉克洪C.威廉斯D.艾德豪儿18.（）是交流最重要的前提。
A.达成协议B.交流信息C.明确的目标D.互通见解19.（）强调不同文化中共性和共同关注的东西，丰富人类活动。
跨文化作业1指导wanghuan
Guidance on Case Analysis1. Requirements:S tep 1: Normative-level analysisAt this step, these questions need to be addressed: w hat cultural differences made the involved parties behave in this way? What normative cultural attributes caused the cross-cultural clash?第一步从文化特征的角度来分析，找到双方不同的价值观。
S tep 2: Behavioral-level analysisAt this step, thi s question needs to be addressed: what behaviors of each party caused the clash?第二步从行为的角度来分析，指出矛盾冲突点。
S tep 3: Giving behavioral-level suggestionsAt thi s step, these questions need to be addressed: what should have been done by each party to avoid the clash? What might be done by each party to save the situation?第三步在行为层面给出建议。
2. Sample:Shan Zhou is a well-established Chinese scholar in civil engineering. He had been cooperating with P aul, an American engineer on a large project. P aul had been to China tw ice for the project. Shan Zhou took great care of him on each vi s it, arranging everything from accommodation to making sure that one or more of his students w ould go with him w henever he needed to do something. Frequently Shan Zhou invited P aul to home for meals or went to restaurants with him. He also made arrangements w ith some of his students to travel around the city with P aul, to help him w ith shopping, and to socialize with him. P aul w as very grateful, but repeatedly told Shan Zhou that he could take care of himsel f. Yet Shan Zhou continued to be very attentive.E ventually, Shan Zhou went to the United S tates to work with P aul for hal f a year. P aul picked him up at the airport and took him directly to his temporary accommodations. P aul apologized that he had to go home to take care of his two children, and that he would take Shan Zhou out for dinner some day.Shan Zhou did not speak much E nglish and it was his first visit to the S tates. He felt like a stranger and expected P aul to at least send hi s students to help him around, like what he had done for P aul in China. But that did not happen. P aul did take him out to a nice restaurant one evening, and invited him to his home once.Shan Zhou had expected more from P aul, especially after all the help he had gi v en to P aul. He w as very disappointed and hurt by P aul, thinking that P aul should at least return the favor he had done to him. Shan Zhou w as so hurt that he said to a good friend that he w ould not take that much care of P aul any more if he went to China again. In fact, Shan Zhou was so upset that his working relationship with P aul suffered. P aul noticed the change but did not know where the tension came from.3. Sample analysis:Shan Zhou comes from a collectivist culture which emphasizes reciprocal bonds and duties toward in-group members. P aul comes from an individualistic culture whi c h values independence and self-sufficiency.Working w ith P aul, Shan Zhou considered him as an in-group member, w ho, away from home, deserved good care from other members of the group. So he displayed his over hospitality by arranging everything from accommodation to making sure that one or more of his students would go with him w henever he needed to do something or travel around the city. When it was hi s turn to w ork in a foreign country, he expected the same treatment for him, but P aul, as an individualist, believed in independence and thought everybody should take care of himself. So he didn't get involved too much with Shan Zhou's life, besides settling him dow n and inviting him to diner for once. Shan Zhou, not realizing the cultural di f ferences, was disappointed and hurt by P aul. Both Shan Zhou and P aul communicated only from their ow n cultural perspecti v e and thus caused miscommunication.T o avoid miscommunication, Shan Zhou and P aul should learn more about each other's culture and behaveaccordingly. As the saying goes, "When in Rome, do as the Romans do." I think Shan Zhou could have learned to be more independent and made his ow n deci s ions instead of waiting to be taken good care of while in US .。
人力资源管理(01次作业)Assignment-01(1)
管理学作业答题纸人力资源管理 01次作业（第1-4单元）答题纸学籍号：131111010005 姓名：马淑武分数：专业：工商管理本次作业满分为100分。
请将每道题的答案写在对应题目下方的横线上。
题目1 [50 分] 1、上述情况反映了一个什么问题？答：案例反映了目前有些组织中，人力资源管理工作没有及时跟上组织和业务的发展需要，造成人力资源工作与其他部门工作的脱节。
本案例中的具体问题就是岗位说明书所提供的关于岗位任职资格的信息过时，岗位的工作内容已经发生变化，人力资源部门没有及时对岗位说明书进行更新，从而导致岗位说明书不能作为招聘工作的依据，招到符合岗位任职资格的人选。
2、该如何解决这个问题?答：人力资源工作者要从公司的战略角度出发，做好相关的人力资文档源工作。
人力资源管理工作不仅仅是一般的招聘、薪资、培训、考核，而且要从公司发展战略的角度来思考，配套建立人力资源战略规划，明确人力资源工作的战略目标，这样才能使得人力资源工作有的放矢，不至于造成同业务发展的脱节。
人力资源工作者既要有较强的专业知识，还要懂得公司的业务知识。
只有这样才能保证在管理工作中表现的太外行。
要及时更新岗位说明书的相关信息。
通过工作分析后制定的岗位说明书不是一成不变的，要随着业务和岗位的需要及变化，随时进行更新和调整，不能把工作变的教条化和模式化。
人力资源部门在制定招聘计划和发布招聘信息时，要加强同岗位需求部门的沟通。
招聘工作不只是人力资源部门的事情，还需要用人部门的参与，包括前期的招聘广告内容的拟定，发布渠道的选择，任职资格的确定，还有简历的筛选和面试候选人的确定等环节，都需要有用人部门的参与才能确保招聘活动的有效。
题目2 [50 分] 1、宝洁公司为什么只招收应届大学毕业生？文档答：第一、因为宝洁公司实施了内部提升制。
内部提升制是宝洁文化的重要组成部分。
在宝洁，基本的哲学就是告诉员工，“你优秀，就提拔你”，几乎所有的经理人都是从新人做起，一步一步成长起来的。
跨文化管理 Cross Cultural Management 英语作文
Cross Cultural Management >Cross-Cultural Management Essay:Cross-cultural management is the administration’s study to understand the influence of societal culture on managers and management practice and individual managers’ research and the organization’s cultural orientations. There are different length essays on cross-cultural management to guide you in exams, speeches and class projects. I hope you find them useful.Long and Short Essays on Cross-Cultural Management for Students and Kids in EnglishWe provide children and students with essay samples on a long essay of 500 words and a short essay of 150 words on the topic “Cross-Cultural Management” for reference.Short Essay on Cross-Cultural Management 150 Words in EnglishShort Essay on Cross-Cultural Management is usually given to classes 1, 2, 3, 4, 5, and 6.As the word suggests, Cross-cultural is studying the difference among people of different nations, backgrounds and ethnicities and the need to bridge the gap between them. According to the business terms, it means to build a gap in other culture employees at work. Globalization has taken over big and some small business houses, Cross-cultural management has become of vital importance.Studies show that employees taught to understand different cultures to have no trouble caused due to different backgrounds. The need to study and implement cross-culturalmanagement in business houses is due to the workforce’s diversity. As the market’s horizons are increasing the organizations to attain success and create goodwill in customer’s and employees’ eyes, they need to change management.The new age demands cross-cultural management. The various techniques followed are group activities, formal training about the culture difference, regular interaction with the employees—a defined set of rules and instructions to motivate the employees in the diversified environment. A team leader mustwork very hard and understand the employees to achieve the diversified firm to progress. The most significant benefit of a cross-cultural firm is the increase in the employees’ crea tivity and innovation and the products and ideas generated.Long Essay on Cross-Cultural Management 500 Words in EnglishLong Essay on Cross-Cultural Management is usually given to classes 7, 8, 9, and 10.Cross-cultural management is the management of the cross-culture differences among businesspeople of different nations and backgrounds. Cross-cultural training has improved an individual‘s relationships with host nationals and adjusts more rapidly to the new culture. The organization’s primary purpose of implementing cross-cultural management at all employees’ levels is to design a feasible organization structure and management mechanism.The crisis faced by a firm in implementing cross-cultural management are:1. The communication: The team leader’s problem is to explain different cultured people about each other and get them on the samepage. Teamwork needs all the employees to understand each other. Some cultures have various forms of working. Different cultured people should understand the environment outside the area of work. Sometimes to get to know each other, a brief understanding of culture is required as some cultures do not like small talks like Germans but straight business talks.2. Information Gaps: Everybody should have set goals and objectives clear to them. Helps in building confidence among the employees and avoids confusion. If the rules and regulations areclear, then no overlapping of tasks and hostility arises. Every work culture has a different pattern and speed of working, but the firm is fixed about how to communicate, then fewer chances of conflicts occur.3. Workstyle: All work cultures have different styles of work. Some prefer individual over group contribution while some are vice versa. If the team members understand the or ganisation’s work ethics and respect each other’s working style, achieving the desired results becomes more comfortable.4. Influences: Tensions can arise if two or three people in the same team with the same ideologies work in the same team. It is better to avoid such conflicts as regular team motivating, and other group activities initiated. Team members should be encouraged to spend time together to create trust and understanding amongst themselves. Team and group dynamics harmony is a must for progress.5. Motivation factors: As the firm has taken a step towards diversification. Similarly, they need to bring out unique and individual motivation factors for the diversified teams’ employees. Aunified motivational method used for the entire organization should not in diversified group perks and benefits motivate the employees better. Some individuals show better work spirits if appreciated individually, while some show better work skills if recognized as a group.ConclusionA unique opportunity is to manage a multi-cultured organization; the firms following it has created a brand image in international and national markets. Goodwill precedes the firm with a diverse culture, Creating creativity and innovations by the team’s employees. Asdifferent types of people will bring variety in the thought and beliefs of work, so monotonous or similarity is not a part of the group. The modern way to progress for a firm with multi-cultured talent is to tap it carefully and not miss out on the opportunity. Mostly a clear understanding and developing a straightforward way of communication is only needed to attain the common goals of progress.Cross-Cultural management 800 words in EnglishIntroductionCross-cultural management is the study in which people with different backgrounds and cultures work in the same firm. People with diversified cultures work together in harmony in an organization. There are various aspects to the concept as it is not easy to manage multicultural people.How to Manage a cross-cultural team programStatistically, a cross-cultural team performs 35% more efficient than a standard group. But to derive their best potential and tap on the best resources, the common link needs to be understood. Some managements are scared totake the risk of culturally diverse teams to hamper the industry’s outcome.Some ways to help in cross-cultural management among team membersTry to understand each member individually understand each member’s potential; it is essential to understand their skills and strengths individually before working with them. It will benefit you to steer the group better, but tapping a resource beneficial for the whole group is possible.1. Adopt flexibility: Two major areas in this sector are scheduling and decision making. Different cultures give importance to different values some are flexible, and some are linear time construct on finishing a project.2. Encourage communication: For greater efficiency; every member needs to voice their opinion. To not let any negative emotions build up as under pressure and not appreciated, members dominated by other team members or the management; it is vital to have an open conversation line. Ensure each members participation during the meeting, each andeveryone should be freely able to give the opinions.3. Motivate team-building activities: To build any relationship; it is essential to spend time together. The leader could plan special activities like happy hours, lunch, outings, team birthday parties and pantry chit chat. Communication should be encouraged during the downtime of the employee to help build stronger ties.4. Listen actively: It is essential to communicate and listen with an open mind and not form opinions based on prejudice in the office’s culture. Suppose a general notion is thereregarding a particular section’s performance in the office or the branch in another country. In that case, a good leader should try to understand that place’s work culture before forming an opinion.5. Structure of rules: It is vital to have a structured set of rules for team members to perform best to their ability. In a culturally diversified group, it becomes furthermore essential to have uniformity of norms to achieve success. While forming those rules, the cultural difference should be kept in mind.6. Resolve conflict immediately: A team leader should act as the cultural bridge between its team members and resolve any hostility directly. Waiting for long before resolving minor issues can end up into more significant issues. A team leader should be prompt in taking the decision and solving any problems.7. Create a cross-cultural awareness program: To understand different cultures of the people working together and the customers for whom the management is working. A general awareness program should be organised,including general greetings, business etiquettes and dining custom.Importance of Cross-Cultural ManagementA progressive organization to understand the need of the employees and the environment is working in diversity beliefs. As said by, Fred Luthans, ‘Diversity is the presence of members of different ages, genders, ethnic groups and educational background s in the organization.” There are people from different backgrounds in an organisation but with a common goal to achieve success, which is achieved only by cross-cultural management.1. Globalization: As more and more firms are reaching out to different countries. To understand the need of the employees working and the work environment in which the management has to work. It is vital to diversify the stream of employees in the firm to achieve success.2. Meet the competition: Diversity in the firm helps to meet the competition as the competitive market increases daily to cover higher skies and complete the match. Different people needed in the firm’s structure.3. Creativity at its best: People with same backgrounds tend to have similar ideas and relate to a problem similarly. In a diverse environment, people with different backgrounds come up with other ideas as they react differently in the same domain. The difference in the organization’s cultural climate leads to creativity development when people of different backgrounds get a healthy environment to work and respect each other. A place which encourages freedom of speech it nurtures creativity and innovation.4. Diverse market reaches: A company with a diverse environment can reach out to the better market of customers base and the needs of the everchanging market. Studies have shown that companies with diverse workforce end in higher production and better market grip. A brand image built because of the cross-cultural environment of the organization.Cross-Cultural Management ConclusionCross-cultural management is the need of all progressive organizations. An organization can maintain and achieve a diverse workforce by friendly policies like flextime, telecommuting, jobsharing, part-time job, and special care unit for small babies. However, it is not an easy job to train mindsets which have developed. To create a friendly environment among the vast cultural differences requires a set of rules and regulations following cultural differences in mind.a multicultural organization, a tolerant climate is needed.。
跨文化管理(02次作业)Assignment 02
第1页（共6页）管理学作业答题纸跨文化管理 02次作业（第5-8单元）答题纸学籍号： 131111010005姓名：马淑武学习中心：北京外国语大学总部学习中心分数：班级：工商管理批改老师：本次作业满分为100分。
请将每道题的答案写在对应题目下方的横线上。
题目1 [50 分] 题目：从知识管理的角度出发，分析乐高集团的独特的跨文化管理理念。
答：乐高集团主要采取了以下的策略：本土化策略即根据“思维全球化和行动当地化”的原则来进行跨文化的管理。
全球化经营企业在国外需要雇用相当一部分当地员工，因为当地员工熟悉当地的风俗习惯、市场动态以及其政府的各项法规，并且与当地第2页（共6页）的消费者容易达成共识。
雇用当地员工不仅可节省部分开支更可有利于其在当地拓展市场、站稳脚跟。
文化相容策略不同文化相容的程度可分为以下两种策略：1、文化的平行相容策略。
这是文化相容的最高形式，习惯上称之为“文化互补”。
即在国外的子公司中不以母国的文化作为主体文化。
这样母国文化和东道国文化之间虽然存在着巨大的文化差异，但却并不互相排斥，反而互为补充，同时运行于公司的操作中，可以充分发挥跨文化的优势。
2、隐去两者主体文化的和平相容策略。
即管理者在经营活动中刻意模糊文化差异，隐去两者文化中最容易导致冲突的主体文化，保存两者文化中比较平淡和微不足道的部分。
使得不同文化背景的人均可在同一企业中和睦共处，即使发生意见分歧，也容易通过双方的努力得到妥协和协调。
文化创新策略第3页（共6页）即将母公司的企业文化与国外分公司当地的文化进行有效的整合，通过各种渠道促进不同的文化相互了解、适应、融合，从而在母公司文化和当地文化的基础之上构建一种新型的企业文化，以这种新型文化作为国外分公司的管理基础。
这种新型文化既保留着母公司企业文化的特点，又与当地的文化环境相适应，既不同于母公司的企业文化，又不同于当地的文化，而是两种文化的有机结合。
这样不仅使全球化经营企业能适应不同国家的文化环境，而且还能大大增强竞争优势。
1403批次之前的,北外《跨文化管理 》自测1-8单元
答案与解析
单选题
1 根据“文化层次理论”以下选项中属于“中层文化”的是（）
A. 一个国家的建筑风格
B. 一个民族使用的语言
C. 中国人用筷子吃饭
D. 墨西哥人认为“工作是为了生活”
你的答案 D
本题考察的知识点是文化层次理论的概念以及应用。
2 根据文化的“冰山理论”以下文化现象中不属于文化的隐形部分的是（）
A. 绘画、电影、音乐等艺术作品
B. 西方人采用分餐，而中国人喜欢分享菜肴
C. 中国人认为“加班”是工作勤奋的表现
D. 在美国，陌生人见面时通过握手来表示友好
你的答案 A
本题考察的知识点是文化的“冰山理论”及其应用。
3 比较以下几种企业的经验战略，哪种战略几乎不受到文化差异的影响（）
A. 地区内经营战略
B. 全球经营战略
C. 跨地区经营战略
D. 跨国经营战略
你的答案 A
本题考察的知识点是文化与企业经营战略的关系。
判断题更多试题及答案+扣二九七九一三九六八四$
1 隐性文化包含中层文化和核心文化两部分。
A. 正确
B. 错误
你的答案 A
文化的层次理论和冰山理论。
2 任何表层文化都是社会价值观的直观体现。
A. 正确
B. 错误
你的答案 A
文化的层次理论。
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第1页（共4页）
管理学作业答题纸
跨文化管理 01次作业（第1-4单元）答题纸
本次作业满分为100分。
请将每道题的答案写在对应题目下方的横线上。
题目1 [50 分] 1. 请运用文化的冰山理论，基于以上材料，分析TESCO的企业文化。
答：①、我们在分析企业文化基本内容相互之间的内在联系时，从它们表现方式的相异出发将它们分为深层、中层和表层文化，这是企业文化的一种由里到外的显性程度逐次变大的结构。
在企业文化建设实践中，我们自然要重视这种由里到外的显性程度相异的结构，同时，我们更要重视容易被人们忽视的企业文化由下到上的显性程度相异的结构。
这种结构形似冰山，我们称之为“企业文化的冰山结构”。
②、TESCO企业文化中的显性部分：
个性的观念决定了一个企业的观念文化的特色，企业必然要大力强调这种特色，以使自己的观念文化区别于其他企业的观念文化。
正如材料中TESCO所着
第2页（共4页）重宣传的那样：
乐购的核心理念：
a、崇信以人为本–––- 我们的成功离不开顾客的支持和员工的努力
b、为顾客创造价值，从而赢得他们终身的信任
③、TESCO企业文化中隐性部分：
任何公司都会注重营运的成本、安全和产品质量，都会强调企业组织、计划、控制、人力、物力、财力、信息各项管理的科学，这些理念都是共通的。
这部分共性观念是不同企业各自不同的个性观念得以生成、生存和发展的基础。
共性的观念不具备鲜明的与众不同的特点，一般不会被企业突出宣传而是以隐没或半隐没的形式存在，就像冰山隐没在海面下的部分一样。
2. TESCO的企业文化对该公司的跨国发展起到了怎样积极的影响。
答：①、提供令顾客满意的服务。
②、使用非常有亲和力的店名。
③、社会责任感
④、通过为顾客创造价值赢得顾客的信任
题目2 [50 分] 1．请应用你学过的跨文化沟通理论来分析以上案例中的对话。
第3页（共4页）答：此次跨文化沟通是失败的，原因有以下几点：
①、中国的高语境文化是间接、含蓄、重非言语信息，并以听话者为中心的言语交流模式；美国的低语境文化则是直接、明晰、重言语信息，并以说话者为中心的言语交流模式。
②、中西方国家的权利观存在差异：西方国家奉行平等主义价值观，坚持公平合理的原则；而中国受等级观念影响较深，上下级观念和集体观念比较强。
2．在案例描述的情况下，作为教学管理人员，应该如何管理好一个国际化的课程项目。
答：①、制定规则时考虑到文化的差异
②、沟通方式考虑到对话者的文化背景
③、创造平等的学术气氛
④、管理人员的角色转换
第4页（共4页）。