Research On Cross-Cultural Management Of Foreign Invested Company S

Cross-cultural management appeared and developed in the United States in the late seventies. A complicated special and growing discipline, along with the emergence of China’s economic and trade globalization trend. A large number of multinational investment companies have developed. After China’s accession to the world trade organization (WTO), economic globalization resulted in more and more foreign companies setting up shop in China. Within the international enterprise internal cross-cultural organizational structure, cultural differences and contradictions increasingly manifested and attracted much attention of scholars both at home and abroad.Today, literature and studies in cross-cultural management at home and abroad is abundant. Research topics are wide and include literature on the enterprise culture characteristic, the different classification of enterprise culture, the definition of cross-cultural business interaction and some about famous specialists in cross-cultural studies. All is based on the analysis of the cross-cultural management practices at home and abroad. This study contemplates the foreign capital enterprise staff S testimonies, background investigation, personnel questionnaire survey and other actual situations investigation as the way to research the enterprise cross-cultural management present and realistic situation. Among the problems discovered and analyzed while researching the cross-cultural management of company S are management of cultural differences, the management of risk. Research continues to analyze reasons for cross-cultural based problems. Finally and deriving from the established basic principles of cross-cultural management the advised response modes, and reasonable management measures are presented.Innovation point of this article is in a unique perspective of the culture of the Middle East, the analysis of its characteristics, all in view of the company S as a real case. A comprehensive survey on the different national cultural characteristics in the work place with positive and negative points are presented. The enterprise is then described with its strategic orientation, organizational structure, management system established and so on. An analysis provides a rational and perceptual explanation of culture conflict resulting in mal performance of the company S in relation to meeting their management preset targets.The culture role on the impact of the operation and management practices helps enterprise’s policymakers in understanding that China’s model of business and management must adapt to enterprise management decision-making when cross cultural issues are concerned.Cross-cultural factors has become the great challenge of enterprise management, and effects the choice of the ways of how the business is modeled and managed. Top managers must strengthen cross-cultural awareness toward themselves and others. Firms with international presence should consider investing in developing cross-cultural business strategy as it is a new play field and cannot be handled without specialization. S enterprises should avoid the communication barriers in cross-cultural management, ideological differences, racial superiority and diet. Following the basic principles of cross-cultural management, pay attention to the differences in culture going both ways, use localized management, avoid bad attitude, and deploy central crisis management in order to promote enterprise development towards the direction of the internationalization management.