Research On Cross-cultural Management Of H Grou

Since the beginning of the 21st century,with the rapid economic and social development,China’s international status has been significantly enhanced,and China is gradually transforming into a major country of investment and consumption attracting worldwide attention.Since the 19th National Congress of the Communist Party of China(CPC),the government has strengthened the policy support for enterprises.Under the impetus of economic globalization and national policy and strategy,more and more enterprises have begun the journey of internationalization.In the process of enterprise internationalization,the problem of cultural fusion and conflict has become increasingly prominent,which has attracted extensive attention from entrepreneurs and scholars.However,the current research of scholars mainly focuses on the cross-cultural management of multinational enterprises or joint ventures.However,few experts and scholars pay attention to the internal cross-cultural management of domestic enterprises that introduce management talents from overseas(Chinese Hong Kong).In this paper,H Group is selected as the research object to have an in-depth understanding of the corporate culture of Company H and to further identify the influencing factors of corporate cross-cultural management.Then,these influencing factors are studied in an attempt to help mainland enterprises find solutions to management optimization problems for employees with different cultural values.Among enterprises in the mainland,the corporate culture of H Group is a distinct representative,which is very different from the local culture of Hong Kong.By studying the integration process of H Group’s mainland culture and Hong Kong local culture,this paper hopes to effectively solve the staff management problems in mainland enterprises under the multicultural background,in order to provide effective experience for other companies to solve similar management problems.This paper adopts a combination of various methods to analyze and study,and the research process is more full and detailed.First of all,it elaborates on the cross-cultural management of enterprises from the perspectives of theory and reality.Then,the relevant theoretical basis of cross-cultural management is sorted out and determined.The author conducted in-depth data collection and interview in H Group,interviewed the Hong Kong team from four aspects of cognition,emotion,behavior and socialization of cultural identity,and evaluated the local employees’ cultural identity in H Group through research,H Group cultural differences mainly displays in material culture,behavior culture,system culture and spiritual culture,is the company’s reason for the difference between the difference of corporate culture value understanding deviation,the Hong Kong management team have high proportion,lack of effective management communication mode,the company’s incentive mechanism is unknown,the company’s corporate culture restricts the enterprise system innovation.By analyze the causes of cultural differences,in combination with Nancy Adler cross-cultural management ideas,cross-cultural management of H Group,puts forward the management countermeasures,into the pluralistic culture,rich in H Group enterprise culture content,clear responsibilities to promote culture,to carry out the enterprise culture promotion,strengthen the enterprise training,ensure enterprise information adjustment with comprehensive,restore system management system,establish work process specifications,to optimize human resources management mechanism,moderate psychological gap,for future development of the enterprise in the process of ease references are provided for the different aspects of the cultural differences.At the same time,it also provides a valuable reference for other Hong Kong-related enterprises in the mainland that have similar problems.