找个高手帮我翻译一下,不要百度谷歌翻译

发布网友发布时间：2022-04-11 19:25

共3个回答

热心网友时间：2022-04-11 20:55

One to build the cultural management system, a joint venture of cultural differences in decision-making ultimately can be attributed to the inherent because of different cultural backgrounds and ways of thinking and value judgment standard, the resulting judgment for enterprise development environment and the direction of the above differences, that is not able to reach a consensus on the business and management. To solve this problem, the most direct route is through the corporate culture management system to unify the Chinese and foreign understanding of the core issues of enterprise development. Such as GE, as a huge business empire, whether it is the development of the country in which the most central management guiding ideology is constant: a first or second (No. 1 or No.2) 2. The face of reality (Face Reality), as the change (Change is Opportunity) talent factory (the People-Factory) to grasp the fate (Control Your Own Destiny) management simplification opportunities (the Managing less is managing better). institutions flat (Delayering) decentralization (Empower People) 9. to build confidence (Self-the Confidence) 10. management boundary (Boundaryless) GE these management ideas to guide the organization running the mechanism, including the strategic, financial, human resources management mole running, and complemented by a common management tool, makes it possible to solve most of the core management specification. As a Sino-foreign joint ventures, we can refer to the GE culture system model, refined in line with the actual values of the operation and management, and the management mole, which has led the parties to reach a consensus on management. It must be pointed out that the construction of the cultural management system is an arous process that requires the full support and cooperation of the senior leadership. If the companies just want to promote cultural communication and understanding in the short run, you can also take the second approach. Second, to strengthen cultural exchanges, strengthen overseas business travel and work experience to obtain the skills to deal with other cultures through the practice of experienced employees and travel. The content of this strategy include daily contact with the multi-cultural business partners in a multi-cultural team work, business travel and diplomatic tenure. 2, to the employees through training to enhance cross-cultural work within the cross-cultural training. These training seminars, courses, language training, books, websites, discussion and simulation exercises. The Human Resources Department to provide cultural training through field trips, videos, special courses and corporate intranets. 3, the Advisor for Culture in training and guidance to staff another strategy is to employ the cultural consultant, to guide managers across the field of unfamiliar cultures. Some companies use a "cultural translation" to help people from different cultures to solve the problem. Cultural translator to help coordinate the negotiations, and to explain the misunderstanding that appears. 4, the companies follow the diversification policy Hewlett-Packard, Ford and Motorola and other companies to cross-cultural training into their diversification policies. Their strategy is to establish a diverse workforce, to reflect and understand a variety of customer services. The company can be a strong diversification of corporate policy, to encourage cross-cultural understanding and positive attitude to cultural differences. If the corporate culture is explicit attention to diversity, and reward employees of cultural differences are more likely to have an open mind, better aware of those differences, and this tolerance. Cultural understanding comes more from the state of mind, rather than the knowledge base or on a country a lot of facts. 5, increasing contact between members of both cultural groups to create social opportunities for both staff and let everyone relax freely exchanges with each other ring non-working state, such as eating, watching movies, go to the bar, and relax with each other in a relaxed occasion security-conscious to show the real personality traits, can be effective in recing prejudice, resulting in each other's cultural infiltration.

热心网友时间：2022-04-11 22:13

Constructing cultural management system joint venture cultural differences in performance on the final decision can be ascribed to because of the different culture background and have inherent way of thinking and value judgment standard, finally has for enterprise development environment and the direction of the above differences judgment, that is not can reach an agreement on the enterprise operation and management. To solve this problem, the most direct route is through the system of the enterprise culture management to unified China and foreign enterprise development to the core of the understanding of the problem. Such as GE, as a huge business empire, No matter in which the national development, its most core management guiding ideology is the same: 1. The first or the second (No. 1 or No. 2) 2. Face Reality (Face Reality) 3. Regard innovation for Opportunity (Change is Opportunity) 4. Talents ? factory

热心网友时间：2022-04-11 23:47

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