The Cross-Cultural Conflict Management Research Of Company E’s Master Gas System Expansion Phase Ⅱ Project

In response to the national initiative and accelerate the infrastructure construction of countries along with the "Belt and Road",more and more Chinese enterprises have begun to go abroad to explore international markets and contract international projects,and have achieved remarkable results in the confrontation with established foreign multinational enterprises,which not only boosts the morale of Chinese enterprises and provides development opportunities,but also provides opportunities for common prosperity for local enterprises and local people.However,with the rapid process of "going out" of Chinese enterprises,the management of cross-cultural conflicts has become increasingly prominent,ranging from human resource management,communication management,system management,risk management and contract management to project design,procurement,construction,government relationship maintenance,etc.,which plague the production and operation and business development of enterprises everywhere.With the global ravages of the novel coronavirus pneumonia,protectionism and unilateralism rising,the world economy downturn,the global industrial chain and supply chain are facing shocks due to non-economic factors,the international economic,scientific,technological,cultural,security,political and other patterns are undergoing profound adjustments,and the world has entered a period of turbulent change.How to perform contracts on time during this period and reduce various risks caused by cross-cultural conflicts are the challenges and tests that Chinese enterprises must face for overseas projects.Taking the MGS Phase Ⅱ project of Company E as a case,through literature analysis,comparative research,case analysis and other methods,to study the management of crosscultural conflict in the MGS phase II project,and summarizes the manifestations of crosscultural conflict as follows: human resources management conflict,communication conflict,life concept and hierarchy conflict,leapfrog command conflict,etc.,through the manifestations of cross-cultural conflict to analyze the causes of cross-cultural conflict.There are four aspects: the low level of human resource management,lack of communication management,incomplete system construction,weak awareness of risk management,etc.Based on the relevant theories of cross-cultural conflict management and combined with the situation of the second MGS phase II project what must do is to put forward effective measures such as optimizing the level of human resources management,expanding communication channels,improving the institutional management system,and improving the awareness of risk prevention.Against the strategies and recommendations that the company should provide follow-up safeguards.Through theoretical research and case analysis,this paper draws a reasonable conclusion that is in the process of production and operation,multinational companies and projects must face the objectivity of cultural differences,what to do is to seek common ground while reserving differences.Show respect to each other and eliminate the doubts and grievances,and redouble efforts for the same target.Due to the huge cultural differences between countries which the cross-cultural conflicts will inevitably exist.Therefore,how to minimize the impact of cross-cultural conflicts is a test that multinational companies and projects must face.The principle of “choosing the opportunity to change” and systematically handling the problem of cross-cultural conflict can save the company from losses.It is highly recommended that the research in this paper can provide certain support for the others whom along the "Belt and Road” construction,and hoped to attract more enterprises to join the"Belt and Road" construction in the further and realize the Chinese dream of the great rejuvenation of the Chinese nation as soon as possible.