外资酒店在华跨文化管理中存在的问题和对策——以洲际酒店为例

Problems and the Strategy for Foreign-Investment Hotels in China in Cross-cultural Management: a Case Study of InterC ontinental Hotels Group

洲际酒店是目前世界上最大的酒店集团,其业务范围遍布世界各地。中国作为洲际酒店最大的客源市场,众多的本土员工加之中国独特的文化传统及深厚的文化底蕴对洲际酒店的跨文化管理形成了一定的挑战。立足于跨文化管理内涵及其必要性,根据洲际酒店跨文化管理现状分析其存在的未形成统一的价值观、内部语言交流问题、跨文化培训效果不佳、缺乏综合性管理人员等问题,提出了相应解决对策,即立足长远,形成跨文化特色的企业文化;重视跨文化培训,选派合适的管理者;提高跨文化沟通技巧,强化跨文化管理技能;重视跨文化激励,促进企业协调发展。从而有效防止文化差异演变为文化冲突,实现酒店经营管理可持续和谐发展的目标。

Intercontinental Hotels Group is the largest hotel group in the world now, the business of which covers everywhere of the world. The cross cultural management of Intercontinental Hotels faces certain challenges as China is the largest customer market, the group has many local employees and the unique cultural tradition and profound cultural deposits of China have strong influence. On the base of cross-culture management and the current situation, the analysis of InterContinental HotelsGroup shows thatthere are no unified values and language problems for internal communication, the effect of cross-cultural training is poor, and that talents for comprehensive management are not enough. Countermeasures are put forward,including shaping cross cultural characteristics of the corporate culturefor long-term growth, paying attention tocross cultural training, choosing appropriate managers, improving cross-cultural communication skills, strengthening cross-cultural management skills, stressing on cross culture motivation for acoordinated development. By doing so, cultural differences could be prevented from turning into cultural conflicts to achieve the goal of sustainable and harmonious development of the Group.