Micro Focus Asia Pacific Team Cross-cultural Management Research

In the 21 st century,the development of globalization presents a new trend of economic regionalization and intangibility,which brings new challenges to the business strategies of multinational corporations and brings new opportunities and challenges to the enterprises of developing countries to accelerate their integration into the international production system.Multinational companies often fail to maintain good business performance for a long time because of poor cross-cultural management.With the increase of cultural exchanges and cultural conflicts,how to effectively deal with the challenges of multicultural conflicts has become a very important part of corporate culture management of multinational corporations in the process of management.As a representative of emerging economies,Chinese enterprises also need to attach importance to cross-cultural management in the process of going global.Micro Focus,as the world’s leading multinational enterprise,has employees in different countries and regions around the world.In the Asia-pacific region,employees from different countries communicate and cooperate mainly through the Internet,forming a regional multicultural team.Multicultural team members show various contradictions and conflicts in their work due to their different cultures and values and obvious differences in behavior patterns.These contradictions and conflicts affect the effective cooperation between internal and external multicultural teams and hinder the development of Micro Focus in Asia Pacific region.In this paper,Micro Focus Asia Pacific multicultural team as the main research object,first of all,through consulting the Micro Focus Asia Pacific team related information to understand the status quo of cross-cultural management;Then,through reading the existing literature,the relevant research scope is confirmed,and the specific problems of cultural conflict in the Multi-cultural team of Micro Focus in the Asia-pacific region are identified and classified: communication means conflict,value conflict,behavior conflict and management mode conflict;Secondly,collect information and data by interviewing employees of different ranks and cultural backgrounds;Through empirical analysis and theoretical analysis from the perspective of cultural dimension and value orientation,the causes of cultural conflict are summarized as follows: the difference in values,the lack of cross-cultural communication ability,the lack of cross-cultural management ability of managers;Then,it puts forward feasible suggestions on cross-cultural management: build consensus,unify goals,strengthen cross-cultural communication,improve the cross-cultural management ability of managers,and build an efficient multicultural team.On the basis of the cross-cultural management countermeasures for the Asia-pacific team of Micro Focus,some suggestions are provided for the same type of problems encountered by Chinese multinational enterprises,and some references are provided for the cross-cultural management of regional multicultural teams in other multinational companies.