悉商2014跨文化管理复习整理
跨文化管理复习整理Chapter 11、What is International Management？The process of developing strategies, designing and operating systems, and working with people around the world to ensure sustained competitive advantage2、Regional Trading BlocksThe dominance of the United States is already over.What is emerging is a world economy of blocs represented by: NAFTA, EU, and ASEAN.Much of today’s world trade takes place within these three regional free-trade blocs: Western Europe, Asia, and the AmericasMuch of today’s world trade are grouped ar ound three dominant currencies: euro, yen, and the dollarChapter 21、Social responsibilityIncludes the expectation that corporations concern themselves with the social and economic effects of their decisionsThe two extreme opinions related to social responsibility – Domestic firmsThe only responsibility of a business is to make a profit Business should anticipate and try to solve problems in society2、General Guidelines for Code of Morality and Ethics in Individual Countries1)Moral Universalism：Addressing the need for a moral standard that is accepted byall cultures2)Ethnocentric Approach：Applying the morality used in home country—regardlessof the host country’s system of ethics3)Ethical Relativism：Adopting the local moral code of whatever country in which afirm is operating备注：Moral universalism suggests the need for a moral standard that is accepted by all cultures. With the ethnocentric approach, a company applies the morality used in the home country—regardless of the host country’s system of ethics. With ethical relativism, the company adopts the local moral code of whatever country in which it is operating.Whereas some argue moral universalism is preferable to the other two approaches, it can be insensitive to the needs and values of the host country. Ethical relativism, on the other hand can result in conflicts between home and host country values.Chapter 31、Culture and its Effects on OrganizationsCulture：A set of shared values, understandings, assumptions, and goals that are learned from earlier generations, imposed by present members of a society, and passed on to succeeding generations2、GLOBE Research Project DimensionsAssertiveness （决断力）：Low: Sweden, New Zealand, Switzerland; High:Greece, Austria, GermanyPerformance Orientation：Low: Russia, Argentina, Greece; High: NewZealand, Honk Kong, Singapore备注：The GLOBE (Global Leadership and Organizational Behavior Effectiveness) dimensions are based on data gathered by 170 researchers over seven years. The data were collected from 18,000 managers in sixty-two countries. There are ninedimensions that distinguish cultures from one another and have implications formanagers: assertiveness, future orientation, performance orientation, humaneorientation, gender differentiation, uncertainty avoidance, power distance,institutional collectivism vs. individualism, and in-group collectivism. Only four are discussed in the text because the other five overlap with Hofstede’s dimensions.Assertiveness concerns how much people are expected to be tough, confrontational, and competitive versus modest and tender. Low assertivenesscountries have sympathy for the weak and emphasize loyalty and solidarity.Performance orientation concerns the importance of performance improvement and excellence and refers to whether people are encouraged to strive for continued improvement. Low performance orientation countries place priority on things like tradition, loyalty, family, and background. They associate competition with defeat.Future Orientation: planning and investing in the futureLow: Russia, Argentina, PolandHigh: Netherlands, Switzerland, SingaporeHumane Orientation Fair, altruistic, 利他的generous, caring,kindLow: Germany, Spain, FranceHigh: Malaysia, Ireland, Philippines•3、Hofstede’s Value DimensionsHofstede’s V alue DimensionsCopyright ©2011 Pearson Education, Inc. publishing asPrentice Hall 3-1Power Distance 权力距离M A L A RA M EX IND FRA IT A JPN S PA A RG US GER UK DEN IS R A UTUncertainty A voidance 不确定性规避GRE JPN FRA K OR A RA GER A UL CA N US UK IND DEN S INHigh Orientation T oward A uthority LowHigh Desire for S tability LowHofstede’s V alue DimensionsCopyright ©2011 Pearson Education, Inc. publishing asPrentice Hall 3-25Individualism 个体主义－集体主义A UL US UK CAN FRA GER S P A JPN M EX IT A K OR S INMasculinity 阳刚之气JPN M EX GER UK US ARA FRA K OR POR CHC DEN S WEIndividualism CollectivismAssertive/M aterialistic RelationalHofstede’s V alue DimensionsCopyright ©2011 Pearson Education, Inc. publishing asPrentice Hall3-26Long-term/S hort-term Orientation 长期－短期导向CHI HK JPN T AI VIE B RA IND US CAN UK E/W AFRHigh LowChapter 41、The Communication ProcessCommunication is the process of sharing meaning by transmitting messages through media such as words, behavior, or material artifacts. As shown in this figure, there are several stages in this process in which meaning can be distorted. Anything that undermines the communication of an intended message is referred to as noise.Noise exists because people filter, or selectively understand, messages consistent with their own expectations and perceptions of reality, and their values and norms ofbehavior. As such, the more dissimilar the cultures of those involved, the more likely it is misinterpretation will occur2、Cultural Variables in Communication1)Attitudes：Stereotyping2)Social Organization：United Auto Workers (UAW)3)Thought Patterns：The meaning of double lines备注：These cultural variables (and those on the next slide) can affect comm unication via a person’s perceptions. The effects of these variables areinterdependent and inseparable.Attitudes underlie our behavior, communication, and interpretation. Ethnocentric attitudes are a particular source of noise. Stereotyping occurs when a person assumes that every member of a society or subculture has the same characteristics. Astutemanagers deal with people as individuals.The kinds of social organizations we belong to can influence our perceptions.Examples of social organizations inclu de one’s nation, tribe, religious sect, orprofession.The logical progression of reasoning varies widely across cultures. Managers cannot assume others use the same reasoning processes. The text provides an example of a Canadian who misunderstood the meaning of double lines on the road inThailand. He automatically assumed the lines meant “no passing”—just as they do in Canada.3、Cultural Variables in CommunicationNonverbal Communication“A picture is worth a thousand words.”Subtle messages account for between 65 to 93 percent of interpreted communication.Minor variations in body language, speech rhythms, and punctuality often cause mistrust and misperception of the situation among cross-cultural parties.备注：Nonverbal communication is behavior that communicates without words—though it often may accompanied by words. Nonverbal communication has been shown to account for between 65% and 93% of interpreted communication.3、The Media for Nonverbal Communication6.1 Kinesic behavior—communication through body movements 肢体动作6.2 Proxemics—the influence of proximity and space on communication—bothpersonal space and office space or layout 空间High-contact cultures: prefer to stand close and to experience a “close” sensory involvementLow-contact cultures: have a “distant” style of body language6.3 Paralanguage—how something is said rather than the content 辅助语言6.4 Object language/material culture—the way we communicate throughmaterial artifacts 客观语言－物质文化Monochronic cultures (Switzerland, Germany, United States): time is experienced in a linear way 单时制文化Polychronic cultures (Latin Americans, Arabs): tolerate many things happening simultaneously and may focus on several things at once 多时制文化备注：Kinesic behavior is communication through body movement—e.g., posture, gestures, facial expressions and eye contact. The meaning of such behavior varies across countries. For example, in China sticking out the tongue indicates surprise, whereas widening one’s eyes indicates anger. Occulesics are a form of kinesics that includes eye contact and the use of the eyes to convey messages. For example, the British will look away from you while speaking in order to keep your attention. When they have finished speaking, they will signal it is your turn to talk by looking at you.Proxemics concern the influence of proximity and space on communication (e.g., in terms of personal space and in terms of office layout). For example, space communicates power in the US and Germany. Executives in the US may have large, private corner offices. French executives, however, communicate their central position by working in the middle of subordinates. In high-contact cultures, people stand close and touch a great deal when communicating. People in low-contact cultures prefer less sensory involvement when communicating. Often people from cooler climates and individual cultures are low-contact communicators. People from warmer climates and collectivistic cultures tend to be high-contact communicators.Paralanguage refers to how something is said, rather than the content of what is said—e.g., rate of speech, tone and inflection of voice, other noises, laughing, yawning, and silence. For example, the Chinese tend to spend about 30 seconds thinking before they speak. Americans are only comfortable with 10 to 15 seconds of silence.Object language or material culture refers to how we communicate through material artifacts—e.g., architecture, office design and furniture, clothing, cars, cosmetics, and time. In monochronic cultures, time is experienced linearly and as sometime to be spent, saved, made up, or wasted. Time orders life, and people tend to concentrate on one thing at a time. In polychronic cultures, people tolerate many things happening simultaneously and emphasize involvement with people. In these cultures, people may be highly distractible, focus on several things at once, and change plans often.4、context：备注：The context in which the communication takes place affects the meaning and interpretation of the interaction. High context cultures do not express feelings and thoughts explicitly. Rather, one has to read between the lines and interpret meaning from one’s general understanding. Low context cultures usually compartmentalize personal and business relationships. As such, communication must be more explicit.To illustrate, Germans will expect considerable detailed information before making a business decision. Arabs will base decisions more on knowledge of the people involved.Chapter 51、The Negotiation Process备注：Negotiations generally proceed in five stages: preparation, relationship building, exchanging task-related information, persuasion, and concessions and agreement. In reality, these stages may overlap and negotiators may temporarily revert back to a previous stage.2、Cross-Cultural Negotiation Variables3、The Influence of Culture on Decision MakingDecision Making Stages:1. Defining the problem2. Gathering and analyzing relevant data3. Considering alternative solutions4.Deciding on the best solution5.Implementing the decision.备注：Negotiation represents a series of small and large decisions—from determining an initial position and fallback plans, to deciding how to react and proceed during the negotiation process, to determining on what to agree or disagree.Decision makin g also permeates a manager’s day-to-day routine.The extent to which decision making is influenced by cultures varies among countries. For instance, Koreans, who are more collectivistic, tend to have more homogenous models regarding decision making. Individualistic Americans, however, tend to exhibit more varied decision patterns.The objective approach to decision making is based on rationality; whereas the subjective approach is based on emotion. The objective approach is common in the US, and the subjective approach is common in Latin America.People from Belgium, Germany, and Austria have lower tolerance for risk than people from Japan or the Netherlands. Americans have the highest tolerance for risk.Managers with an external locus of control feel they can control events that will direct the future in a desired way (example: US). Those with an internal locus of control believe such decisions are of no value because they have little control over the future (example: Indonesia, Malaysia).Some managers value decisions based on past experience and tend to emphasize quality (example: Europe). Others are more future oriented and look toward new ideas to get them there (example: US).The Influence of Culture on Decision Making5-48Copyright ©2011 Pearson Education, Inc. publishing asPrentice Hall Objective V S S ubjectiveWesternapporach isbased onrationality Latin Americans are basing decisions on emotions.Risk T olerance V S Risk A voidance Americanmanagers havethe highesttolerence for risk German and Australian people show l0wer tolerence for riskthan Japanese Copyright ©2011 Pearson Education, Inc. publishing asPrentice Hall 49 Internal V S ExternalManagers can plan on certain outcomes Decisions are ofno value becausethey have littlecontrol of thefuture Locus of control The Influence of Culture onDecision MakingPast vs Future Some managersvalue decisionsbased on pastexperience and tendto emphasize quality(example: Europe)Others are more future oriented and look toward new ideas to get them there (example: US).Chapter 61、Global and International StrategicAlternativesAlternativeStrategiesGlobalRegionalization/L ocalizationGlobalIntegrative 6-18Copyright ©2011 Pearson Education, Inc. publishing asPrentice Hall备注：The strategic planning process involves considering the advantages (and disadvantages) of various strategic alternatives in the light of the competitive analysis. While weighing alternatives, managers must take into account the goals of their firms and the competitive status of other firms in the industry.2、global strategyTreating the world as an undifferentiated worldwide marketplaceThe impetus 动力：a)Regional trading blocksb)Declining tariffsc)Information technology explosion备注：Depending on the size of the firm, managers must consider two levels of strategic alternatives. The first is global strategic alternatives, which determine the overall approach to the global marketplace a firm wishes to take. This level primarily applies to MNCs. The second level is entry strategy alternatives.Global strategies or globalization refer to the establishment of worldwide operations and the development of standardized products and marketing. The rationale is to compete by establishing worldwide economies of scale, offshore manufacturing, and international cash flows.The impetus for globalization usually includes (1) increasing competitive clout resulting from regional trading blocs, (2) declining tariffs, which encourage trading across borders and open up new markets, and (3) the information technology explosion, which makes the coordination of worldwide operations easier and increases the commonality of consumer tastes.There are, however, challenges associated with a global strategy. It makes the firm more vulnerable to environmental risk, it is difficult to manage, companies often lose some of their original identities through denationalization, and there can be a lackof flexibility and responsiveness at the local level.3、Regionalization/LocalizationLocal markets are linked together within a region, allowing local responsiveness.The impetus:a)Unique consumer preferencesb)Domestic subsidiesc)New production technologies备注：When competitiveness is determined on a country-by-country basis rather than on a global basis, regional strategies are more appropriate than globalization. In the regionalization or multidomestic strategy top managers within each region decide on their own investment locations, product mixes, and competitive positioning. They run their subsidiaries as quasi-independent organizations. Pressures for regionalization include (1) unique consumer preferences resulting from cultural or national differences, (2) domestic subsidies, and (3) technologies that facilitate low cost product variation.Firms can fall anywhere along the continuum between global and regional or local. Some companies try to be “glocal” by taking advantage of the best aspects of each strategy.4、Global Integrative Strategies 全球一体化战略Full vertical and horizontal integrationExample: Della)Factories in Ireland, Brazil, China, and so onb)Assembly and delivery system from 47 locations around the worldc)Little inventory存货, ability to change operations quickly备注：Many MNCs have developed their global operations to the point of full integration, including suppliers, productive facilities, marketing and distribution outlets, and contractors around the world. Dell is an example of a fully integrated company.Chapter 71、Strategic Alliances(Cooperative Strategies)Partnerships between two or more firms that combine financial, managerial, and technological resources and their distinctive competitive advantages to pursue mutual goals2、Guidelines for Successful AlliancesChapter 91、Staffing for Global Operations 雇佣Ethnocentric Approach民族（母国）中心人事策略：Used at internationalization stage of strategic expansion, with centralized structureParent-country nationals (PCNs)Polycentric Approach多中心人事策略（东道国为主）：Often used with multinational strategyHost-country nationals (HCNs)Global Staffing Approach全球中心人事策略Third country nationals (TCNs)Transpatriates跨国人员Regiocentric Approach地区中心人事策略Can produce a mix of PCNs, HCNs, and TCNs 母国公民、东道国公民、第三国公民的混合体2、Cross-Cultural Training•Culture Shock ：A state of disorientation and anxiety about not knowing how to behave in an unfamiliar culture•The goal of training is to ease the adjustment to the new environment•Subculture Shock ：When a manager is transferred to another part of the country, where there are cultural differences•The “shock” comes from feeling like an “immigrant” in one’s own country3、Four stages of Cultural shock•Honeymoon: positive attitudes and expectations, excitement, and a tourist feeling prevail•Irritation and hostility: crisis stage when cultural differences result in problems at work, at home, in daily living—homesick and disoriented.•Gradual adjustment: recovery process that the “patient” gradually becomes able to understand and predict patterns of behavior, use the language, deal with daily activities, they start to accept their new life.•Biculturalism: manager and family members grow to accept and appreciate local people and practices and are able to functionChapter 111、Cross-Cultural Research on MotivationHigh Uncertainty Avoidance ：Suggests need for job security, low uncertainty suggests motivation by risky opportunities•High Power Distance ：Suggests motivators in boss-subordinate relationship, low power distance suggests motivation by teamwork and peers•Individualism ：Suggests motivation from opportunities for individual advancement and autonomy, collectivism suggests appeals to group goals and support •Masculinity ：Suggests people are more comfortable with traditional division of work, femininity suggests looser boundaries, flexible roles2、The Meaning of Work (MOW)•Factors Most Valued About Work：A needed income•Interest and Satisfaction•Contacts with others• A way to serve society• A means of keeping occupied•Status and prestige备注：In considering what motivates people, we have to understand their needs, goals, value systems, and expectations. No matter what their nationality or cultural background, people are driven to fulfill their needs and to achieve goals. It is first important to understand what work means to people from different backgrounds. For most people, the basic meaning of work is tied to economic necessity. However, the meaning of work also can be thought of more subjectively. For instance, the Thai word for work is ngan, which is the same as the word for play. In the US, China, and Germany, people tend to have more serious approaches to work.Exhibit 11-1, which is summarized in this slide, depicts results from research by George England examining the meaning of work in eight countries. This research considers work centrality, or the importance of work, relative to that of leisure, community, religion, and family. The higher the mean work centrality score, the more motivated and committed workers will be.图：书p.365。
《跨文化管理》第3章习题和答案
《跨文化管理》第三章跨文化管理理论复习思考题：1.选择题（1）跨文化理论中的六大价值取向理论的创建者是（）。
A. 霍夫斯泰德B. 特罗姆皮纳斯C. 泰罗D. 克拉克洪与斯乔贝克（2）文化维度理论是（）创建的。
A. 霍夫斯泰德B. 特罗姆皮纳斯C. 蔡安迪斯D. 克拉克洪与斯乔贝克（3）根据霍夫斯泰德的理论，哪个国家个人主义的得分最高？（）A. 英国B. 美国C. 加拿大D. 德国（4）荷兰经济学家和理论咨询家特罗姆皮纳斯提出了什么理论？（）A. 六大价值取向理论B. 文化维度理论C. 文化架构理论D. 个人主义与集体主义理论（5）圆圈拓扑理论是由哪个学者所提出来的？（）A. 库尔特•勒温B.特罗姆皮纳斯C.蔡安迪斯D.克拉克洪与斯乔贝克2. 判断题（1）霍夫斯泰德认为，在个人主义盛行的社会里，人们通常只关心自己，而在精神上与集体保持着距离，自私是占主要地位的动机。
（）（2）根据霍夫斯泰德的文化维度理论，马来西亚的权力距离得分最高（）（3）勒温提出了两类交往方式：U类方式和G类方式。
（）（4）霍夫斯泰德认为，权力距离接受程度低的国家和民族，人和人之间比较平等，权力距离就小。
（）3. 问答题1、克拉克洪与斯乔贝克的六大价值取向理论的主要观点是什么？2、吉尔特•霍夫斯泰德的文化维度理论主要包括哪些内容?3、特罗姆皮纳斯的文化架构理论提出了哪些观点?4、霍夫斯泰德的文化维度理论的在跨文化管理理论发展中的贡献是什么?5、蔡安迪斯的个人主义与集体主义理论主要包括哪几个方面？答案：1.（1）D （2）A （3）B （4）C （5）A2.（1）√（2）√（3）√（4）√3.1、克拉克洪与斯乔贝克的六大价值取向理论的主要观点是什么？①对人性的看法；②对人自身与外部自然环境关系的看法；③对自身与他人的关系的看法；④人的活动导向；⑤人的空间观念；⑥人的时间观念。
2、吉尔特•霍夫斯泰德的文化维度理论主要包括哪些内容?①个人主义与集体主义；②权力距离；③不确定性规避；④价值观的男性化与女性化；⑤长期导向与短期导向。
跨文化管理复习
第一章全球化领导和文化2文化及组成⑴文化的含义及组成含义：是有意识的作用于自然界和社会的一切活动和结Array果。
组成：4.十一种理解文化的工具自我意识与空间交流与语言衣着与打扮食品与饮食习惯时间与时间意识各文化季节观念不同人们的各种关系价值与规范信仰与态度思维过程与学习工作习惯与实践二.文化的分类单线活动型文化多线活动型文化反应型(倾听型)文化三.关于全球化领导的一些概念⑴全球化领导有能力在全球环境中有效地开展工作，同时尊重文化的多样性。
这是一个能驾驭加速变化和多种差异的个人。
全球化领导者在与他人处事时是开放和灵活的，能处理与自己文化背景不同的环境和人员，愿意重新检验和改变自己个人的态度和感知。
⑵文化敏感能够根据在一定的组织、少数民族或外国文化中的经历，归纳出文化的普遍特点。
⑶涵化有效地调整和适应另一种文化，无论是国内亚文化还是外国文化。
⑷文化的协同增效为了共同的发展，反世界各地不同的人们组织起来，通过协作完成任务。
⑸多国公司是指同时在两个或两个以上国家从事重要的经营活动，但以本国为基地对国外经营进行集中管理的公司。
⑹跨国公司是指同时在两个或两个以上国家从事重要经营，并在从事经营的所在国分散制定决策的公司。
第二讲权力距离与民族文化类型二、权力距离与民族文化类型1.个人主义／集体主义个人主义或集体主义的倾向对人事政策亦有很重要的影响。
个人主义倾向的人事经理喜欢雇用那些有着最佳素质的人来从事那些基于个人技术和专长的工作，有着个人主义倾向的求职者则会呈交他们的个人简历，介绍个人情况、教育和职业成就。
有着群体主义倾向的人事经理也喜欢雇用那些素质最佳的人，但他们眼中最主要的素质是可信、忠诚以及与同事协调工作的能力。
他们选择那些已为本组织工作的人的朋友或亲戚，因而，求职有不是文上有个人成就的经过充分准备的个人简历，而是通过朋友或亲戚向人事经理介绍、员重要的议题是共同的朋友、家庭或社团成员。
加纳的一个有群体主义倾向的公司的管理入员认为，只有那些公司的职员所认识的人才可能负责地行事。
跨文化管理学习资料4k
4.1 练习
是非题
1. 在一个个人主义文化较强的国家，来自周边社群的影响和口口相传将对人们的购买决策、品牌流行度和忠诚度等产生较强的影响
A是
B否
答案与解析
正确答案：B
解析：
考查个人主义和集体主义对消费者行为的影响
是非题
2. 在权利距离较大的社会，社会地位和身份非常重要，象征社会地位和身份的产品受到追捧
A是
B否
答案与解析
正确答案：B
解析：
考查权利距离这个文化维度对消费者行为的影响
是非题
3. 食品是文化根植性比较强的产品，所以需要经过本地化改造之后才更容易被消费者接受
A是
B否
答案与解析
正确答案：A
解析：
考查对于产品文化根植性较高这一概念的理解
单选题
4. 以下商品中文化根治性最强的一项是
A打印机
B篮球
C化妆品
D药物
答案与解析。
跨文化管理第一章
1.1 文化的定义(3)
• 1998年 强皮纳斯（Trompenars)将文华定 年 强皮纳斯（ 将文华定 义为： 义为：某一群体解决问题和缓和困境所采 取的途径和方法， 取的途径和方法，而非仅仅是一套价值系 统。 • 1975年赫尔（Hall) 将文化定义为：沟通即 年赫尔（ 将文化定义为： 年赫尔 文化。 文化。一个人的沟通行为其实已经反映了 一个人被文化特征潜移默化的方方面面。 一个人被文化特征潜移默化的方方面面。
20
如何识别企业文化？
识别工作团队的态度、行为偏好和工作环境。 识别工作团队的态度、行为偏好和工作环境。 要同时观看有形的和无形的。 要同时观看有形的和无形的。 看建筑物、办公室、店面和公众形象、公众关系。 看建筑物、办公室、店面和公众形象、公众关系。 看真正的报酬结构。 看真正的报酬结构。 看建筑和设计。 看建筑和设计。 看服饰。 看服饰。 看组织过程和结构。 看组织过程和结构。 看仪式、象征和庆祝方式。 看仪式、象征和庆祝方式。 看常用语言和口头禅。 看常用语言和口头禅。 看标志、宣传文件和宣传标语等。 看标志、宣传文件和宣传标语等。
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企业文化如何影响企业发展？
一是振兴企业、改善管理。 一是振兴企业、改善管理。 二是目标导向、全面发展。 二是目标导向、全面发展。 三是注重协调，促进文明发展。 三是注重协调，促进文明发展。 四是凝聚人心、增加向心力和合力。 四是凝聚人心、增加向心力和合力。 五是美化环境、优化生活。 五是美化环境、优化生活。 六是教化激励、培育人才。 六是教化激励、培育人才。 七是道德约束、制度控制。 七是道德约束、制度控制。 八是服务公众、辐射社会。 八是服务公众、辐射社会。
了所谓的管理文管理文化指管理的指导思想管理文化指管理的指导思想管理哲学和管理风格包括价值标准经营哲学学和管理风格包括价值标准经营哲学管理制度行为准则道德规范管理制度行为准则道德规范风俗习31文化对管理的影响1文化与企业经营战略的关系文化对企业制度建立和执行的影响32文化与企业经营战略的关系表11二战以来美国跨国公司的进化过程项目竞争战略国外业务产品服务产品服务发展技术地区内经营跨地区经营跨国经营产品服务产品服务不重要新颖独特强调产品工程保密市场较重要强调过程工程分享价格费用价格费用很重要完全标准不强调工程广泛分全球经营全球战略完全主导大量的地区特制强调产品和过程工程立刻大规模33文化与企业经营战略的关系续表11项目地区内经营研发销售研发销售竞争对手极少市场小地区内生产地点出口地区内跨地区经营减低很少大跨地区地区内和主要外国市场渐增有潜力跨国经营很低很多更大更大跨国跨国跨国费用最低的国大而分层全球经营很高极少或极多最大最大全球全球费用全球最低的国进口出口进口出口转口全球联盟34功能部门集功能部门加对跨国生意线组织结构外联络分全化集权化文化对组织架构设置的影响是否强调平等观念决定组织结构层级多少是否扁平
《跨文化管理》第1章——导论
国际企业管理是企业在全球范围内的管理行为。根据一些管理学文献的定义， 管理的过程涉及管理者所执行的主要活动，包括规划、组织、领导、协调等 职能，通过这些职能的实施，达到管理者的管理目标。
1.1.1国际企业管理概述
3、规范化与差异化管理相结合
国际企业其自身跨国生产经营的特征决定了国际企业管理不可能 有一种完全统一和规范化的管理方式。环境的差异会带来管理的 多样化，国际企业在国外的生产经营活动必须注意到国外差异化 的市场环境所带来的影响，并结合当地特定的国际管理情势，开 发符合当地管理环境的管理方式，进行差异化管理。
1.1.2 国际企业管理环境
国际法律环境
国际企业所面临的法律环境是指与自身经营管理相关的社会法制 规范及制约，主要涉及本国和东道国的各项法律、法令和条例等。 法律环境主要包括国家法律体系的完备性、市场主体的法律意识、 对外国企业的法律规范等。
1.1.2 国际企业管理环境
不同的法律体系 1、大陆法系 2、普通法系 3、宗教法系
国际经济活动中的主要立法 1、消费者利益保护 2、知识产权保护
1.1.2 国际企业管理环境 消费者利益保护
1、消费者保护基本法。反映一国消费者的基本权益、保护 消费者的基本原则和基本制度框架的法律规定。如日本的 《消费者权益保护基本法》
2、禁止和反不正当竞争法。通过约束市场中的厂商行为， 来保护消费者权益。
1.1.2 国际企业管理环境
国际政治环境 国际法律环境 国际经济环境 国际技术环境 国际文化环境
1.1.2 国际企业管理环境 国际政治环境
跨文化管理复习
跨文化管理2.1 克拉克洪和斯乔贝克的六大价值取向理论1961年美国人类学家克拉克洪（Kluckhohn)和斯乔贝克(Strodtbeck)在出版的《价值取向的变奏》一书中提出了六大价值取向理论：（1）对人性的看法；（2）人们对自身与外部自然环境关系的看法；（3）人们对自身与他人之关系的看法；（4）人的活动导向；（5）人的空间观念；（6）人的时间观念。
对人性的看法（1）有的社会不单纯地认为人生来善良或生性险恶，而认为人性可善可恶，是善恶混合体，必须谨慎小心才能不被利用。
如美国；同时认为人性的善恶有可能在出生以后发生变化。
朝鲜则认为人的本质是非常邪恶的。
基督教的原罪说反映的是人性恶的理念，通过忏悔和行善可以洗脱罪孽、升上天堂，反映的则是人性可变的信念。
表现在管理上：如果国家关注的是人的邪恶一面，则采用更为专制的风格来规范人的行为；美国强调制度，尽可能考虑人性恶可能带来的坏行为，在设计制度时严密仔细，事先设置种种限制以防坏行为发生；对人性的看法（2）有的社会对人性采取较单一的看法，如中国的儒家认为“人之初，性本善”；而墨家和法家则认为“人之初，性本恶”；“三岁看老”则有一点人性难变的假设。
在很多发展中国家，人们认为自己本质上是诚实和可信的。
在强调信任价值观的文化中，参与甚至自由放任的领导风格占主流；在混合型文化中，领导风格可能会重视参与，但同时拥有严格的控制手段以迅速识别违规行为。
中国在儒家占主导地位时则从人性善的角度，假设人不会做坏事，所以制度稀松，漏洞百出，到坏事发生的时候再去修补制度。
对自身与外部自然环境关系的看法不同文化之间对自身与外部自然环境关系的看法上也有很大的差异。
人主导环境（美国文化）；人屈服环境（中东地区阿拉伯文化等）；人与环境和睦相处，天人合一（中国文化）。
对自身与外部自然环境关系的看法（2）美国人就几乎不考虑建筑与风水的关系，强调的更是人通过改变自然环境去实现自己的创作意图，达到自己的目标。
跨文化管理重点
• 管理效果要素 1、总利润与纯利润 2、利润增长 3、市场份额的增长 4、股票价格的增长 5、人员流动率 6、顾客数量
七、比较管理学主要理论学派
一
社会—经济方法学派 生态学方法学派 行为方法学派 折中—经验主义方法学派
二
三
四
五
应变管理学派
社会—经济方法学派
代表人物：哈比森、梅耶斯
主要观点及研究方法：认为管理是一种增长剂， 关注国与国之间管理的比较分析。
生态学方法学派
• 代表人物：法默、里奇曼
• 主要观点及研究方法：打破注重企业内部环境的 传统管理理论观点，强调外部环境的重要性。
行为方法学派
• 代表人物：尼根希、埃斯塔芬
• 主要观点及研究方法：采用经验调查分析的方法， 研究管理者的行为。
折中—经验主义方法学派
• 代表人物：格兰尼克
• 主要观点及研究方法：采用实践调查方法，注重 经验的归纳。
应变管理学派
• 代表人物：威廉.大内、帕斯卡尔、阿索思
• 主要观点及研究方法：强调企业内部管理方式与 过程的比较研究，不存在固定的比较分析模式。
八、比较管理学的研究对象
“双元对象”论 “多元对象”论
A
B C
“非特指对象”论
九、比较管理学的研究方法
• 比较研究法 • 类比研究法
（1）剩余类比
（2）定量类比
四、比较管理学的发展进程
50s末-60s末
70s末至今
理论建设阶段
70s
实践比较阶段
低潮阶段
科学管理 古典组织 人际关系 行为科学 管理科学 社会系统 决策管理 经理角色
五、学科演进
系统学派
权变学派 比较管理学
跨文化管理复习
跨文化管理复习1.洋葱的比方：文化层次论。
表层：外在直观的事物。
（语言）中层：社会法律规范和价值观。
核心层：存在的基本假设。
2.文化冰山说：水上可视部分为显性部分（洋葱的表层），水下不行视部分为隐形部分（中层与核心层：影响各民族表面差异的隐含信息、社会法律规范和价值观）。
4. 口头语言沟通的跨文化差异有4种表现：直接与动听，插嘴与缄默，高语境与低语境,联想与抽象高语境沟通：绝大部分信息或存在于物理环境之中，或内化于个体身上，而很少存在于所传递的编码清楚的讯息之中。
低语境沟通：大量的信息存在于编码清楚的外在语言中。
（典型例子：法庭的律师）语境沟通差异表现：①现实生活中人与人的沟通特点②不同社会对不同语境的追求高语境特点：动听的文化，丰富微妙，有极多的内涵，不易被外人深刻理解。
低语境特点：直白，倾向于变通敏捷，在低语境中生活页比较简洁，相对于简洁适应。
高语境文化产生直觉性思索者，依靠直觉推断决策，不讲求理性；表达含蓄，以语境为导向，讲求顿悟；留意整体，通盘考虑。
低语境文化产生分析性思索者，依靠过去的学问推断，追求理性；表达直白，以方案理论为导向，讲求推理；对局部细节关注，留意争论详细变量的因果关系。
5.对话文化与数据文化对话文化：在对话中猎取各种各样的信息，建立各种各样的人际关系，从而解决各种问题。
特点：从人的角度思索问题解决问题。
代表:意大利，拉丁文化，阿拉伯，印度数据文化：留意来自报刊、杂志、和其他书面媒体信息，言传的信息不被仔细对待。
特点：留意数据、事实与规律代表：美国，德国，瑞士6.谈判中非言语沟通行为的文化差异①谈判场所布置②座位的支配③着装手势④缄默⑤肢体语言7.跨文化团队的类型和特征类型:①象征性文化团:一个团队中只有一两个队员来自不同文化,其他成员来自同一文化。
当角色是“象征”或“代表”时，要实现与多数成员公平沟通相当困难。
②双文化团队：一个团队来自两种文化，且人员数目基本相等。
由于彼此数量相当，双方不行怕说出自己的观点，也不掩饰自己的文化特色,能够更加正视双方差别,坦率地争论问题，假如能够建立共同的目标，建立信任，就可能具备产生有创意的解决方案潜力。
跨文化管理期末总结
跨文化管理复习资料第一章文化及组成⑴文化的含义：是有意识的作用于自然界和社会的一切活动和结果。
通过对不同民族、不同文化背景下人的行为和组织行为的分析，寻找个人价值实现与现代化企业发展目标共同坐标，创建多文化背景之下的科学管理模式。
它体现了现代管理学理论的发展方向。
4.十一种理解文化的工具自我意识与空间交流与语言衣着与打扮食品与饮食习惯时间与时间意识各文化季节观念不同人们的各种关系价值与规范信仰与态度思维过程与学习工作习惯与实践二.文化的分类1、单线活动型文化：以工作为中心进行精心组织计划的人。
美国、德国、瑞士2、多线活动型文化：以人为中心，能言善辩的谈话高手，俄罗斯、意大利、日本、荷兰3、倾听（反应）型文化：在听别人讲话时，专注、不插嘴，回复时也不会用太强烈的语言；他们常常会通过问题来让讲话者澄清意图和希望代表国家：日本、中国、新加坡、韩国、土耳其、芬兰三.关于全球化领导的一些概念⑴全球化领导有能力在全球环境中有效地开展工作，同时尊重文化的多样性。
这是一个能驾驭加速变化和多种差异的个人。
全球化领导者在与他人处事时是开放和灵活的，能处理与自己文化背景不同的环境和人员，愿意重新检验和改变自己个人的态度和感知。
⑵文化敏感能够根据在一定的组织、少数民族或外国文化中的经历，归纳出文化的普遍特点。
⑶涵化有效地调整和适应另一种文化，无论是国内亚文化还是外国文化。
⑷文化的协同增效为了共同的发展，反世界各地不同的人们组织起来，通过协作完成任务。
⑸多国公司是指同时在两个或两个以上国家从事重要的经营活动，但以本国为基地对国外经营进行集中管理的公司。
⑹跨国公司是指同时在两个或两个以上国家从事重要经营，并在从事经营的所在国分散制定决策的公司。
第二章个人主义文化的特征最能从下列3方面体现出来：1)个人的时间——你的工作是否为你个人或家庭留下了充分的时间；2)自由——你的工作是否使你有相当自由用你自己的方式处理问题；3)挑战——X-作是否有挑战性，你能从工作中得到个人的成就感吗。
跨文化管理复习资料
跨文化管理一．名词解释（3题*5分=15分）1、权力距离：指的是一个社会中的人群对权力分配不平等这一事实的接受程度。
接受程度高的国家，社会层级分明，权力距离大；接受程度低的国家和民族，人与人之间比较平等,权力距离小。
2、不确定性规避：指的是人们忍受模糊（低不确定性规避）或者感到模糊和不确定性的威胁（高不确定性规避）的程度。
低不确定性规避文化中的人们敢于冒险，对未来充满信心；而高不确定性规避文化中的人则相反。
3、内群体：是指与个体有密切关系的群体，如家人，工作中的团队，在有的情况下，甚至同乡，同胞。
当然，内外群体的边界非常弹性，随时间、地点、场合而变。
4、外群体：是指与自己毫无关系的人的总和，如其他公司的人，外国人或完全的陌生人。
当然，内外群体的边界非常弹性，随时间、地点、场合而变。
5、水平个体主义：指的是该文化中的个体追求个人利益的最大化，但他们并不在乎自己是否比别人得到的更多，并不追求自己高于别人。
6、垂直个体主义：是指该文化中的个体不仅追求个体利益的最大化，而且要求自己好过他人。
7、水平集体主义：是指该文化中的个体追求内群体利益的最大化，但并不太关心自己的群体是否高过于其他群体。
8、垂直集体主义：是指该文化中的个体既关心内群体利益的最大化，还追求自己的群体好过他人的群体。
9、象征性文化团队：10、双文化团队：11、多文化团队：二．简答题（2题*5分=10分）1、东西方国家不同的谈判风格？①、信奉的原则；东：灵活西：实力②、思维模式；东：天人合一，模糊，笼统西：天人相分，求具体，求真确。
③、语言沟通的方式；东：高语境，深内涵，婉转西：低语境，浅内涵，直接④、对合同的态度; 东：重视合同精神，通过承诺、道德来约束西：重视法制精神，通过法律和文书来约束⑤、对谈判队伍的构成；东：由资深的高级官员，重视资历、年龄和官职西：与谈判内容相关的专家⑥、对时间的态度；东：多个议题同时进行西：要按顺序，一步一步来2、成功的跨文化谈判技巧①、良好充分的准备②、与谈判对方建立良好的关系。