The Study Of Human Resource Trans-cultural Management In Siemens VDO Automotive Changchun Co.Ltd.

The paper begins with existing problems that Siemens VDO Co. Ltd., Changchun branch faces, then analyzes the cross-cultural conflicts arisen from bilateral cultural differences and reasons for the conflicts. The paper puts forward the effective ways of cross-cultural management of the company for the reference of the human resources departments of our enterprises. The paper has four chapters. Chapter one mainly introduces German Siemens Corporation and its VDO Changchun branch. German Siemens was founded in 1874, going through two world wars and several world economic crises and developing into a multinational corporation which has 430,000 employees now and covers almost all electronic and electric areas including energy, communication, transportation, information and medical care. Its business spreads 190 countries all over the world. Siemens VDO Changchun Branch was founded in 1995. It mainly produces motor electric control unit, sensor, safety gasbag, mechanic parts and supplies quality parts for engines, shift gears and car safety. The company has 470 employees now. Chapter 2 analyzes the existing problems of cross-cultural management problems that VDO Co. faces and reasons for the problems. Cross-cultural management of human resources means the management of human resources for cross-culture enterprises. Main conflicts in the management of cross-cultural human resources in the company are as follows: I. Conflicts caused by cultural differences. Because different nations have different identities, which causes different types of conflicts such as conflicts between different ways of expression, managerial cultures, concepts of value, attitudes towards groups and goals. II. Conflicts caused by communicative barriers. In different cultural background, the same behavior may have different meanings. For instance, in one kind of culture or managerial pattern, a thing will be regarded as natural, but in another culture, it may not be the case. III. Conflicts caused by ways of working such as conflicts between decision-makings, ways of behavior, managing and coordination and sales work. This part analyzes reasons for conflicts such as the different ways of communication, managerial styles, national personalities, ways of thinking. Chapter 3 mainly analyzes the effective measures and strategies of cross-cultural management that Siemens VDO Changchun co. takes. This part is of greatest importance. Their ways are as follows: I. To recruit employees according to needs of the company. Human resources department and business department jointly recruit employees first among the existing employees, then from the market. The recruited employees are required to have capacity to meet the present position as well as great potential beyond the position. II. To treat employees equally. Follow the managerial concept of Regarding Human Being as the Foundation, and carry out new employees involvement plan, CPD procedure etc, trying to let employees feel themselves are real entrepreneurs of the company. III. Train employees in the right way. Train employees by Siemens administration institute and help them understand and accept cross-cultural...