如何让员工做到真正融合一(国外英语资料).docVIP

如何让员工做到真正融合一(国外英语资料) In the process of internationalization, cultural difference is becoming a difficult problem for Chinese private enterprise leaders. Besides the business integration, the leaders of private enterprises face the deep cultural factors of how to understand the behavior and management mode of cross-cultural partners. An excellent private enterprise leader needs an intercultural intelligence quotient (CQ) to successfully adapt to different countries, regions, organizations and professional cultures. Hong Xun, a professor at the business school at Nanyang Technology University in Singapore, believes that corporate leaders possess cross-cultural intelligence as long as they have four core elements - motivation, knowledge, strategy and action. CQ become a stumbling block for private enterprises Cross culture management has become one of the biggest bottlenecks for private enterprises to integrate into internationalization. Said Hong Xun in Shanghai cross cultural leadership forum in an interview with Post reporters, many private enterprises in the early development of the domestic Everything is going smoothly. but along with the company, and gradually grow, because of cultural differences lead to some began detours, The climate does not suit one., and some eventually go to die. Zhang Lin is a name from a well-known domestic private enterprises transferred to India branch took over the work of human resources manager, she took the job soon, found in the working process of a number of seemingly ordinary things, the two employees would disagree, sometimes even in arms. This difference in cultural barriers and let her sleepless nights, even more serious is the declining performance of the company. Zhang Lin is facing the impact of a cultural divide, and if she cant properly handle the conflicts that are caused by cultural differences between the two countries, the problem will worsen, he said. Similarly, Hongkong branch, a branch of overseas China, is facin