Problems Existing In The Construction Of Corporate Culture System Of T Company And Coutermeasures Study

As Chinese market economy develops after the opening and reform and also China entered WTO,large number of foreign enterprises come to China and a lot of multi-national companies appear in China.As we all know,different nations have different cultures,the differences are involved in language,custom,belief,normal and value,etc.In culture-cross enterprises,if the cultural and system differences can't be dealt with very well,it may be very difficult for the employee to accept various systems introduced from the foreign headquarter,which will affect the employee's working attitude and cause many conflicts and frictions,and the company will not be able to operate very smoothly and orderly.Under such kind of multi-cultural background,how to construct a company's cultural system and help employees to accept the company's system and create pleasant work environment for them,how to avoid cultural risk and conflict effectively,and these problems have become common topics to resolve of all of the culture-cross enterprises.This paper mainly studies the main problems and countermeasures of T company's subsidiary in China in the process of institutional culture construction.By analyzing the macro development environment and micro operation of T company,the development status of the company is clarified.Based on the theory of Five Dimensions of Hofstede's cultural differences,through combing the differences in cultural construction of the system between US parent company and Chinese subsidiaries,the paper analyzes the main problems existing in the system culture construction;By investing the status of T company employees' acceptance in the institutional construction of corporate culture,the problems in the process of the institutional culture of the multinational corporation are found.Through comparison and analysis,the company puts forward the optimization strategy and safeguard measure of enterprise institutional culture construction.It is found that the main problems in the system construction of T company's subsidiary in China are caused by the two countries' cultural differences in four aspects: "value orientation","management","staff","management on the basis of".In order to solve such problems,T company can improve the staff's acceptance,strengthen the training effectiveness,establish and modify the mechanism of rewards and punishments and give full play of the role of corporate culture in the construction of institutional culture at thesame time.It can also strengthen the channel construction of enterprise culture.At the end of the paper,it provides effective implementation for the optimization strategy from three aspects: human resources,funds and materials,so as to promote the healthy and orderly development of T company,and to provide practical references for culture construction of other multinational enterprises in the same industry.