The Study On The Cross-Cultural Management Of The Thailand Branch Of Chineses Group

More and more Chinese enterprises are taking "Going Out" strategy with the pace of economic globalization quickening. When these enterprises make transnational development, they must be influenced by multi-culture, which would have a series of reacts with the original one-fusion or conflict, even contrary. The failure of proceeding of the culture problem will influence the implement of enterprise’s strategy directly or indirectly. So cross-cultural management plays a very important role in enterprise’s operation, which relates to the success of the enterprise’s transnational operation. To gain a sound progress, many transnational enterprises are studying a project that is how to eliminate the obstacle from cross-culture and how to realize cultural fusion.As a result, this paper studies some issues of cross-cultural management basing on the case of the Thailand branch of S group, with the purpose to find details of the influences to the management of the company by cultural difference and to provide some strategies of cross-cultural management.The paper introduces some related theories about cross-cultural management, summarizes the theory-basis and research framework. Basing on analyzing the situation of cross-cultural management of the Thailand branch of S group and the differences between the Chinese culture and the Thailand culture, this paper makes an investigation on the problems in cross-cultural management of the company by case study and qualitative method. The paper finds that in the Thailand branch of S group, the differences in values, thinking patterns and communication modes lead to the differences in business objectives, marketing concept, decision-making model and motivation mode. For the previously mentioned differences, the paper suggests the company should reduce the cross-cultural conflict and improve the cross-cultural management by value integration, human resource integration and interest integration. At the level of value integration, the main measures are building common target, common enterprise culture and common value. At the level of human resource, optimizing the management of human resource, carrying out cross-cultural training and improving the mechanism of cross-cultural communication. At the level of interest integration, adjusting the mechanism of inspiration and payment.At last, to ensure the efficiency of the advices, the paper suggest that the company’s senior managers should pay attention to cultural difference, make good publicity of enterprise culture,build a coordination mechanism of cross-cultural management,build common value and realize cultural fusion so as to improve the company’s performance.