ceo操盘多元文化（CEO trader multicultural）.docVIP

ceo操盘多元文化（CEO trader multicultural） This reporter Wang Chunmei, compile Mok We usually want people who come in to share the same goals and values.. Instead of trying to think about different national backgrounds, it is better to attract like-minded people when introducing people than to think about different national backgrounds. Different race, religion, color, gender, age, experience, when these differences, people will always be faced with challenges, we always have a refusal difference trend, but I realize that we need more difference. Because only those differences are the only way to achieve self resistance and growth. - this passage comes from the joint CEO Carlos Genn (Carlos Ghosn) of two Japanese car companies, Nissan, and Renault, france. As a leader of multinational corporations, the management and management ability of multi-cultural employees is the key to success. Carlos Genn: while listening, subversion Before I went to Nissan, I was told that there would be some cultural resistance. But in fact, most things I have never experienced. In an interview with Fast Company magazine, Ghosn summed up how he started building a cultural bridge in japan. The Nissan is confused, in the confusion in the staff, my first action is to give the target, we must explain what to do, why do these, the best path to achieve these goals and to describe. To do this, absolutely can not be separated from a large number of staff communication. Ghosn recalled: before going to Japan, Im not trying to learn a lot of knowledge about Japan, because I do not want to have too much preconception. I want to find Japan in Japan with me. So, Ghosn attentively learning Japanese, every weekend driving his opponents car on the highway around Tokyo, while recognizing Japan, while finding the product attack point.. He also started what he called close listening activities within the company. Ghosn has talked with thousands of people, including Nissans overseas division, domestic divisions, pro