CC BY
0
UDC 659.2
THE IMPACT AND STRATEGY OF MODERN CORPORATE CULTURE CONFLICTS
ON INTERCULTURAL MANAGEMENT
Sun Yue
Scientific supervisor - Y. A. Anikina
Reshetnev Siberian State University of Science and Technology 31, Krasnoyarskii rabochii prospekt, Krasnoyarsk, 660037, Russian Federation
E-mail: 965385963@qq.com
With the continuous expansion of globalization, more exchanges and collisions of ethnicities, cultures, and beliefs have been brought about. The collision has produced conflicts in cross-cultural management of enterprises.
Key words: cross-cultural management, cultural conflict, modern enterprise, strategy.
ВЛИЯНИЕ И СТРАТЕГИЯ КОНФЛИКТОВ СОВРЕМЕННОЙ КОРПОРАТИВНОЙ КУЛЬТУРЫ В МЕЖКУЛЬТУРНОМ МЕНЕДЖМЕНТЕ
Сунь Юе
Научный руководитель - Ю. А. Аникина
Сибирский государственный университет науки и технологий имени академика М. Ф. Решетнева Российская Федерация, 660037, г. Красноярск, просп. им. газеты «Красноярский рабочий», 31
E-mail: 965385963@qq.com
С непрерывным расширением глобализации, все больше обмена и столкновения этнических, культурных и религиозных убеждений были вызваны. Столкновение привело к конфликты в межкулътурном управлении предприятиями.
Ключевые слова: межкулътурный менеджмент, культурный конфликт, современное предпринимательство, стратегия.
Cross-culture mainly refers to the mutual communication between enterprises or individuals in countries, regions and nationalities with two or more different background cultures. Cross-cultural management (also called cross-cultural management) reflects the breakthrough of national and ethnic boundaries, and the resulting cultures of different nations and groups and between countries.
The objective existence of cultural differences is bound to cause cultural conflicts in enterprises. As the process of global integration accelerates, and the human and resource flows of multinational companies continue to accelerate, this cultural friction will gradually increase, and it will gradually begin to manifest itself in the internal management and external operations of multinational companies. Losses and inefficiencies in organizational structures have put the implementation of
Секция «Проблемы и перспективы международной интеграции в современном бизнесе»
global strategies in trouble. According to their own culture, analysis and judgment of information from other cultures directly affect the harmonious relationship between the managers of multinational companies and local employees, leading to conflicting goals between the two sides. The main reasons for cultural conflicts are: Sense of superiority, inappropriate use of management habits, different perceptions, misunderstandings in communication, cultural attitudes, and so on [1].
Cultural conflict is first and foremost an impact on corporate goals. Cultural differences will lead to different cultural preferences, and this will directly lead to the differences in corporate development direction and corporate strategic objectives in a cross-cultural environment.
The second is the impact on the internal communication of cross-cultural companies. In cross-cultural management companies, conflicts in language communication due to cultural differences are unavoidable. Language habits, expressions, and taboos are all issues that cannot be avoided due to the multiple cultural conflicts within the enterprise [2].
Finally, it affects the decision-making and management efficiency of cross-cultural enterprises. In a cross-cultural environment, each culture has its own unique history of discovery and survival. Naturally, each culture has its own unique values and thinking. Under this unique "habit", Cultural conflict will affect the decision-making efficiency and management efficiency of the enterprise itself.
Therefore, the management of cross-cultural enterprises depends not only on the internal management of the enterprise, but also a very important point is to consider the social environment in which the enterprise is located. Multicultural enterprise managers lack analysis of external environmental factors of enterprises, and the market economic environment of each country is different [3]. Each has its own unique economic system. The multicultural enterprise itself needs to have its own position in the cross-cultural field. If there is a lack of a relatively objective and correct analysis of the environment in which it is located, or the environment in which it is intended to be developed, then the survival and development of the enterprise are abyss.
The managers of an enterprise not only have the role of providing decision-making, but also should let go of the development of the enterprise, and strive to prolong the life of the enterprise and eliminate the conflict of cross-cultural management.
Strengthen communication. Throughout the process of cross-cultural management, communication between cultural parties is like a hub. Only effective communication can enhance mutual understanding and make the relationship between the two parties more harmonious and harmonious [4]. Therefore, if an enterprise wants to achieve sustainable development, strengthening communication within the enterprise is the most effective way.
Direction and management of personnel in cross-cultural enterprises. Enterprises should create a learning culture system and atmosphere within the enterprise, so that employees are in an environment of cross-cultural learning, so that employees have a certain grasp of the cultural customs, religious beliefs, etc. of different countries; for the history of the country There must be a new level of understanding in both the development background and the country's unique language. We should also actively discover and tap non-enterprise on-the-job talents, which is what we understand as training professional cross-cultural management talents.
Establish a common operating philosophy and company culture. Based on a cultural understanding of the culture, based on the requirements of the environment and the company's development strategy principles, the company's corporate culture of the company's common operating perspective can be used to reduce cultural conflicts. Employees can combine their thoughts and actions with the company's purpose to enhance transnational Ability to change the company's culture [5].
The conflict of management of cross-cultural enterprises is a huge challenge for cross-cultural enterprises. No matter which method of resolving management conflicts is summarized by the management methods of cross-cultural enterprises that can be understood at present, in the actual management of cross-cultural enterprises, Never neglect the development and survival characteristics of an enterprise. After you have a deep understanding of yourself, and then learn from known cross-cultural enterprise management experience, you can have a correct understanding of your own enterprise.
References
1. Dong Zewen, Research on Cross-cultural Management of Enterprises. Modern management science, 2016 (35). P. 23- 29.
2. Guo Jijin. Cultural Management of Enterprises, Sun Yat-sen University Press, 2015, (20), P. 43- 50.
3. Hu Jun. Cross-cultural Management. Jinan University Press of China, 2017 (6). P. 62-66.
4. Wang Yongping. Enterprises enhance cross-cultural management capabilities. Proceedings of the Chinese Science and Technology Association, 2017.
5. Chen Yulan, Chen Yongjun. Cultural organization of multinational corporations. Technology and Management Press, 2016.
© Sun Yue, 2020
