Study On Cross-cultural Team Management Of S Corporation

The accelerated process of globalization has given birth to cross-cultural management activities.In recent years,more and more emerging economy companies have become members of a new group of multinational companies.In the process of internationalization of enterprises,there are obvious differences between different cultures,and multinational companies will inevitably face problems and challenges in cross-cultural team management.Only by effectively solving the problems existing in cross-cultural team management can we effectively manage the team,carry out operations and gain competitive advantage.Therefore,how to eliminate the problems existing in the management of cross-cultural management teams and put forward effective countermeasures will be the main research of this thesis.This thesis takes the cross-cultural team of the North American subsidiary of the S multinational company as the research object,adopts the interview research method to explore the problems existing in the management of the cross-cultural team and the underlying reasons,and proposes solutions and safeguards in a targeted manner.First,the necessity of cross-cultural management is introduced and the viewpoints are expounded.Secondly,to define the concept of cross-cultural management based on the theory of cross-cultural management,briefly introduces the research status of cross-cultural team management at home and abroad,and analyzes the basic theories needed for this thesis.Thirdly,introduced S Company and identified the problems of cross-cultural team management through the interview method: unfairness within the organization,disapproval of partners,and poor communication within the crosscultural team.Fourth,analyze the root causes of problems in cross-cultural management from the perspectives of cultural dimensions,cultural differences and cultural integration,specifically includes: the internal communication between Chinese and American employees is limited,team members lack cultural identity with each other and the fairness of cross-cultural organizational systems is lacking.Fifth,put forward a cross-cultural team management mode that conforms to the company’s current situation,and formulate countermeasures for crosscultural team management: establish a cross-cultural communication mechanism,establish a Sino-US integrated team culture,and improve the management of the cross-cultural team organization system.Sixth,put forward safeguard measures.Through the research of this thesis,it can provide effective theoretical and practical reference for the cross-cultural team management of the North American subsidiary of the S company,deeply and systematically raise the existing problems,analyze the causes of the problems,and propose solutions,which will help to promote the North American subsidiary of S company long-term development.