On the cultural differences based on management strategies of multinational enterprises in China under the

Paper Keywords: multinational management strategies and cultural differences in educational background of folk customs
Abstract: With the advent of information age, increasingly borderless world. "Global village" appearance of the word, this fact can be a very good response in the "global village" under the slogan of the global economy interacting with each other interwoven in our country, multinational corporations, joint ventures have mushroomed there in which these enterprises, cultural differences, differences in educational background, cultural differences reflected very prominent. It is precisely because of these differences which multinational enterprises, the enterprise management has brought the difficulty of bringing new problems. identify cultural differences in multinational companies to manage the problems, management strategies for multinational companies, large numbers of multinational companies in China today without delay.


With China's accession to WTO, GDP increased rapidly year by year, in the vast land of China, the emergence of large multinational companies, cross-cultural management of natural there and it is the inevitable product of global economic development, economic globalization is determined trend in the rise of multinational corporations in Europe and America and other places first, do not realize the importance of cross-cultural management, resulting in the management of the multinational take a lot of detours, or even for multinational companies has brought a lot of difficulties. warning, preventive measures, and this is the awakening of multinational companies should be thinking. different cultures, different educational backgrounds, different customs of individuals or groups to the same space work, live, in the management need to take full account of their cultural differences, multi-organization study tours, folk customs experience activities, try to experience different cultures, try to experience different customs. conduct more study tours abroad or to the branch, and more learning about different lifestyles, different habits, different corporate culture. between employees and enhance performance, avoid obstacles and cultural differences led to the continued development of multinational companies.

First, China's multinational management status
The rapid development of Chinese economy, especially with the WTO accession, China's economic development in the world more quickly, more and more investors feel China's economic growth rate, more and more investors see China international influence, more and more investors set his sights on China's huge market in China, a growing number of multinational companies in the rise, more and more multinational companies choose settled in China, increasingly more and more Chinese investment in overseas multinational companies choose the world top 500 enterprises, 480 enterprises have settled in China, where more than 30 companies based in China, the region can be said that China in the international market has been very influence in the international supply chain plays an important role in future development, China will gradually increase the number of multinational companies.

Second, China's multinational management issues
While the world's top 500 enterprises have entered China more than 480, but one can not overlook the problem is that many of these companies are due to cross-cultural mismanagement hindered business development and growth in multinational companies, when the different cultures of the occur between opposing, or even mutually exclusive, when cultural differences in conflict management in multinational companies will be highlighted. cultural differences, including many aspects, such as educational background is not the same, and some to accept that Western-style education, and some accept the The quality of education in the East, such as language barrier, in multinational companies, the language barrier is a very common problem, leading to communication problems, communication difficulties, comments can not be communicated in time, such as the customs are different, Western human unrestrained, Oriental restrained subtle these differences will cause problems for the management of multinational corporations: (1 managers and local cultural differences lead to the harmonious relationship between employees instability. Links to free download http:// www.hi138.com differences in culture, the managers will be employees do not trust men's psychological, but men do not fully accept the staff there will be boss of the emotions. This leads to a rift between managers and employees, can not achieve efficient communication, work efficiency greatly reduced, (2) cultural differences will lead to internal grasp of the market, views inconsistent, and thus lose a lot of market opportunities, internal interface is not enough, poor communication, slow response, leading to inefficiency, ( 3 cultural differences so that the internal division of the site, each array, the formation of multiple small forces, groups, or even partisan, engage in internal team, which will greatly hinder the overall development, especially in global development.

Third, China's multinational management strategies
Based on cultural differences in the management of multinational enterprises should fully understand the different cultures and make good use of the individual in the management of multinational companies should first identify the cultural differences, some experts pointed out that the culture is divided into "official standard", "informal norms" and "technical specifications." refers to a formal specification between individual values, life's diversity, which is an individual long-established, not easily changed. informal norms between individuals is the customs, habits, etc. different, which live in a certain period of time, the mutual influence and penetration, can be changed. specification refers to individuals between the Technology and knowledge levels of different, individual learning can easily be changed. different culture, the difference is different from multinational managers should first identify the different cultural context, and targeted improvements to achieve management objectives. Second, managers should fully respect cultural differences in multinational corporations, the capacity of many kinds of cultures exist, and try to create a warm and harmonious internal environment. cultural differences between different individuals has been formed, especially in the formal specification of the culture, there can not be easily changed, to respect its existence. managers in respect of each kinds of culture, but also need to allow individuals to understand and accept other people's culture is very important when individuals are accepted each others' culture, cultural differences, so it is not a problem again, plastic up their own business culture in cross-border enterprise management, the plastic up the company's own culture, individual and cultural identity, while individual learning requirements of the corporate culture, corporate culture, we have to move closer to overall coordination, harmony, and efficient multinational management purposes.

In short, China's multinational companies under the management of cultural differences should be positive thinking, take the initiative to identify cultural differences, the problems posed for multinational management, targeted to resolve. Multinationals in China under the management of cultural differences, standardization, so that our multinational sustained, rapid and healthy development.

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