新西兰管理学论文代写-中国跨国公司面临的问题。中国的跨国公司与世界其他国家一样，面临着供应矛盾的局面。人们发现，企业在寻找具有实时经验的技术合格候选人方面面临困难。在外国经理手下工作的中国员工会遇到困难。他们在这个过程中感到不被赏识。由于语言上的问题，管理人员对中国文化的不了解会在无意中冒犯当地人。为此，应该为来自不同国家的管理人员提供关于处理员工的具体培训。在来自不同国家的管理人员的案例中观察到高度的忧虑。经理和员工之间缺乏信任。还有一种内在的仇外情绪被视为暗流(Hon and Lu, 2010)。这在中国本土文化和来自不同国家的人们身上都能看到。为他们提供建立信任的空间是人力资源经理的职责。
Expatriate who has adequate knowledge and empathy of the different cultures are found to survive in foreign locations. They are found to have a combination of the technical skills and people skills (Akhtar, Ding, and Ge, 2008.) This helps them survive in foreign locations. In some cases, highly skilled employees do not have understanding of the local cultures. In this situation, it has been found that these employees leave their jobs for other ventures. In this process, the company that initially hired them faces higher employee turnover (Akhtar, Ding, and Ge, 2008.). This causes the company to loose tangible resources and also loose intangible brand equity associated with the company. Hence, the HR managers of the company should essentially develop a working methodology and training program to ensure that there is smooth transition of the employees.
Advantages of localized training are that it creates cognitive competency, behavioral competency and performance competency. They primarily reduce the gap between cultures. It fosters a better working environment and increases productivity.
Roster of Cross-Cultural Training plan
Actual training that is prescribed for the companies is a combination of cognitive training, affective approach, experimental approach and language trainings.
In cognitive approach conventional training similar to lecture type of training is provided for the people. In this, basic insights about the different cultures are provided to the Chinese employees. Expatriates are provided insights about Chinese culture. This should be a one or two hour seminar that should be provided for the people prior to joining the company. This can be through virtual mediums or through regular lecture seminars (Ko, and Yang, 2011). Organizations based on their resources can arrange for virtual webinars or physical seminars.
In affective approach method, there is space provided for the employees to interact with one another and learn about the inherent cultures. If time permits within the project during the date of joining, other members can take times in building a positive rapport. This allows participants to gain greater awareness of the companies (Ko, and Yang, 2011). Apart from the first day training, the affective approach can be practiced on a daily basis. HR managers can take interest in ensuring that the expatriate feels comfortable during initial weeks. Subsequently, they can request for feedback from expatriates to understand about their specific problems.
In experimental approach, the HR managers try innovative ventures to bridge the culture gap. These efforts should be organized throughout the running of the organizations. There is a combination of motivation practices in different facets of the organizations. This is a more dynamic and agile approach. “Learn By Doing” approach is found to be practices in this method. Expatriate by leaving their home countries feel lost in new geographical location. It has found to affect even the best employees; in such cases these trainings would provide individual personnel with more comfort. HR managers and analyst within the company analyze the nuances of the requirements and formulate plan. Simulation and role-playing is found to be an integral part of this approach (Ko, and Yang, 2011). In this approach, there is more autonomy given to the individual HR managers.