International Projects Cross-culture Management On Jinan Intel Company

With enhancing trend of world economic integration and restriction removal on international capital flow and foreign investment, quantities of multinational projects have been dramatically increased. Simultaneously the culture becomes critical to economical activities as cultural backgrounds have been influencing not only peoples style of thinking, talking and working, but also their thought and behaviors. Several countries participates the same projects, but cultural conflicts normally happen as the cultural differences based on different valves, ethics, customs, knowledge beliefs, attitude, working style etc., so that the performance and efficiency decreased with the increasing of the cost and time consumption. Above-mentioned culture elements are the key reason of international project failure. How to coordinate resources coming from different countries and establish high effective work teams is a challenge job of international project management.The paper takes international projects of the refrigerated display cabinets between Tesco, one of the biggest supermarkets from U.K, and Jinan Intel Company as an example, to analyze the current managerial problems and difficulties originated from different cultures by using the cross-culture theory, such as national culture difference influence on management, cross-culture conflict management and common management culture, then propose a cross-culture solution through cultural comparison analysis of two countries.The proper coordination can be made between Chinese cultures and the British ones. There is no way to escape but to actively look upon those differences as useful resources for culture coordination instead of heavy burdens. If engaged in the excellent management of international projects, besides advanced equipment, technology and capital, both parties not only have much cross-cultural understanding and communications, but also step by step to set up the common management culture mechanism and eventually build the most effective work team.The paper consists of five parts. Chapter 1, General Preface puts forward the background, purpose, methods and structure of the paper. Chapter 2, it summarizes cross-culture management theory including cultural characteristics, national cultural differences, cultural influence on management, communication hurdle, conflict management and cross-culture team building etc. Chapter 3, the paper discusses the conflict origins of the Sino-British projects, comparison between Chinese and British culture, and culture differences on management model and behavior. Chapter 4, it puts forward the project management methods as per the relevant theories: coordinating management philosophy and communication enhancement and difference removal on the project development phases. Cross-culture management will be never achieved within a short time, but a little bit long time and some life circles steps will be involved. Chapter 5 draws the conclusion.In past few years the engineering optimization was stressed but the elements "human" was usually ignored. It will bring loss which operated on the local culture and the influence of culture difference was ignored. The innovation point of the paper is to discuss the project management from the human perspective and pay attention to communication and influence of culture differences on cross-culture management. First differences between each other should be respected so the culture prejudice can be abandoned. Second management culture in the same values should be built through effective cross-culture communication. At last it is according to the different characteristic of culture team life circle to build high effective team. The negative influence of culture shock will be reduced to the minimum.We hope this paper can be helpful for the promotion of the Sino-British project and Chinese relevant international projects.