Cross-Cultural Communication Management Of Chinese Multinational Corporations

The outbreak of so-called "the age of information" realizes prompt and in-time communications. In such an environment that globalization of economy develops continuously, the ideas and products undertake rapid and frequent invention, upgrade and replacement. Especially, most enterprises from technology industry may prove this remarkable feature. They have been involved in an inevitable tide of international operation.The business development of an international enterprise urges economic activities and personnel movements. The communications of people from various cultural backgrounds create kaleidoscopic scenarios of contacts, interactions, collisions and conflicts, all of which embodies the concept of Cross-Cultural Communication. The positive manners lubricate and propel the international operations, while the negative ones definitely function otherwise. If these opponents are not well managed and solved, enterprises have to spend much resource in vain, and deviate from the original business goal. Case of company H is a typical one that represents most of China private enterprises that have encountered this issue. The tough job of communications between Chinese employees (particularly managerial personnel) and local contacts (employees, customers, and/or suppliers etc) are commonly seen in most of its oversea organizations. This is resulted from the variations in languages, religions, educations or conventions. All of the variations mentioned can be summarized into cultural diversity. This Paper picks the branch office in the Republic of Sudan as the research sample, sets the cross-cultural communication issues between Chinese and Arabic as the working target, describes the situation, combines classic and late theories for root cause analysis, proposes adaption and solutioas from the views of both employee and enterprise. Meanwhile, on the basis of universal conscience-integrity, just and science-the contents concentrate on business objective, pillared by three circular practices-cultural communication for better understanding, training for diversity coverage, and evaluation for further improvement. The effects and feedbacks between each of them and the concentration, and between every two of them, are also described in the proposed model.