跨国公司执行力管理中国本土化模型的研究

中国是当今世界经济最为活跃的国家之一,跨国公司纷纷登陆中国,在获取巨大利润的同时,也面临着因为中西方文化差异、企业管理模式、人员素质等所带来的跨文化管理难题和水土不服。在不断推行本土化的过程中,从人员本土化、管理本土化、研发本土化、生产本土化、营销本土化、投资本土化等方面进行了不懈努力,但实践仍旧在残酷地证明跨国公司在中国面临着执行力不够的问题。跨国公司在企业的经营决策、人员管理、企业文化等方面面临着执行力困境,而导致困境的根本原因来自于跨国公司在中国所面临的文化差异,具体为文化传统、思维方式、沟通方式等,中西方之间的明显文化差异给跨国公司的执行力带来极大的挑战。正是基于中国的人文基础因素,以执行力作为研究重点,本文力图探索建立一套切实可行的跨国公司执行力管理体系和模型,包括以下方面的组织治理、人力资源、企业文化三个方面,其中组织治理包括企业的组织架构、业务流程、管理制度等"硬性"因素;人力资源包括企业领导者和管理者、员工、团队建设的"人性"因素;企业文化则包括企业的"软性"因素,文章提出要进行跨文化管理,提高跨文化执行力,具体包括参加文化培训、聘请文化管理顾问、自我训练、提高跨文化意识等。文章最后进行了总结,希望这些研究能够对中国本土企业在跨国化和国际化发展的过程中在外国进行本土化的执行力管理产生借鉴意义。

China is the world＇s most active economic region, multi-national company have landed China in obtaining huge profits, but it also faces the challenage because of cultural differences, business management models, the quality of personnel and so on,what brought many cross-cultural management problems.In the process of implementation localization, multi-national company use the un- remitting efforts of human resource localization, management localization, R＆D localization, production localization, marketing localiza- tion, investment localization, but the cruel practice still prove these corporations is facing the problem of lack of implementation in China. Multi-national company faces many difficulties in the business decision-making, management, culture and so on,which led to the root causes of difficulties is the cultural differences between the multinational corporation in China,for the specific fields are the cul- tural traditions, thinking way, communication way, the obvious cultural differences between the west and east bring a tremendous challenge to the implementation of the multi-national company. Based on the China＇s human factors, and focus on the implementation, this paper seeks to explore the establish a set of practi- cal implementation management system and model, which includes the following aspects： organization management, human resources and corporatation culture, organization management includes business structure, business processes, management systems and other ＂ hard＂ factors, human resources includes business leaders and managers, employees, team-building and other ＂human＂ factors, enter- prise culture includes some ＂soft ＂factors, the paper proposes to carry out cross-cultural management, improve the cross-cultural execution, including its participation in cultural training, employing cultural management consultants, self-training and improve cross-cul- tural awareness. Finally,the paper concluds the article,and wish these studies can be useful for the implementation management of the China＇s do- mestic and transnational enterprises in the international development process in other foreign country.