【正文】 s culture. The enterprise needs to mold the cultural environment, enhances the staff culture, can build the mon values. Therefore said at present speaks the enterprise culture to be supposed to solve following three problems , gradually influences the talented talented 17 person is enterprise39。s 11 session of Third Session, has opened domestic and the overseas two 14 big, more explicit must establish and practice the socialist market economy system, speeds up the reform and open policy the step, this has opened up the brandnew perspective for Chinese Enterprise to in foreign petition and the omnidirectional development, from this, the TransCulture management question highlights only then day after day in the China business management. 5th, the reform and open policy was the direct agent and the prerequisite which the Chinese Enterprise TransCulture produced and develops, the TransCulture has bee the China business management the new trend. First, displays in the middle of the foreign investment enterprise which increases unceasingly, these enterprises during introduction fund and introduction technology, also has introduced the management, specially the outside personnel directly participates in the enterprise producing, the management management and technical, the quality surveillance, caused the different value idea, the management philosophy, the management, the thinking mode, the morals and the behavior standards has had the positive connection and the collision. Next, displays in has the technology imported project enterprise, the vanguard technology equipment in the introduction, the digestion and in the innovation process is following with the outside personnel39。s appearance and so on the new form appearance has seriously attacked the existing cultural management theory category, in this case, the TransCulture management idea has then produced, in order to the convenient friends studied the wind to reorganize the correlation data to form the TransCulture management principle. 1st, the TransCulture principle was in recent years along with the reform and open policy unceasingly thorough, the world economics integration advancement sped up, the multinational corporation implemented the transnational management in world each place, after each kind of foreign capital, the foreign enterprises unceasingly inrushed one kind of new management question which appeared, this was the management science new situation, the new task. 2nd, before research TransCulture management, first must understand cultural the speak of at present does not have unified and the accurate definition to the culture, but all makes a general reference generally for receives material and the environmental condition influence people39。s service is to the enterprise exterior customers, but also has to own colleague and the upper and lower layer. I in contact these transnational enterprises in the team, but also some very deep feeling is they takes very much staff39。s potential displays good, their enterprise advance speed can speed up, therefore how we do give the training plan which this family enterprise formulates are from raise staff39。s achievements. Three. Effective speaking, was driving effectiveness far strong in negative drive, thus the enterprise should formulate a perfect reward system for team39?？杀氖沁B他們自己也沒有理解企業(yè)文化到底是什么？所以說(shuō)當(dāng)你掛著 “ 企業(yè)文化 ”的羊頭去買 “ 口號(hào)文化 ” 的狗肉時(shí)候，又怎么讓人接受你這是在真真正正搞企業(yè) 文化呢！ 企業(yè)文化是企業(yè)多少年發(fā)展過程中積累企業(yè)精神財(cái)富，就其本質(zhì)來(lái)說(shuō)，是人文化。目前來(lái)講企業(yè)文化究竟如何定位和理解，這就應(yīng)該根據(jù)企業(yè)實(shí)際情況，打造企業(yè)文化的平臺(tái)，讓企業(yè)文化盡快 落地，而不是把企業(yè)文化懸在半空。首先，表現(xiàn)在不斷增加的外商投資企業(yè)當(dāng)中，這些企業(yè)在引進(jìn)資金和引進(jìn)技術(shù)的同時(shí)，也引進(jìn)了管理，特別是外方人員直接參與企業(yè)生產(chǎn)、經(jīng)營(yíng)的管理和技術(shù)、質(zhì)量的監(jiān)督，使不同的價(jià)值觀念、經(jīng)營(yíng)思想、管理方法、思維方式、道德和行為規(guī)范發(fā)生了正面的交匯和碰撞。 中國(guó)曾是一個(gè)嚴(yán)重閉關(guān)鎖國(guó)的國(guó)家，把一切外來(lái)文化貶稱為 “ 夷蠻文化 ” ，在帝國(guó)主義以大炮轟開國(guó)門后卻受到外來(lái)勢(shì)力在包括政治、軍事、經(jīng)濟(jì)和文化等多方面的壓迫。在飛行過程中 ,它們大聲嘶叫以相互鼓勵(lì) ,從而通過共同扇動(dòng)翅膀來(lái)形成氣流，使隊(duì)伍快速前飛。企業(yè)在處理跨文化問題時(shí)，都應(yīng)該從 “ 國(guó)際觀、本土化 ” 出發(fā)。在上海通用，我看到他們的團(tuán)隊(duì)合作的精神，這包括當(dāng)他們遇到外在的改變時(shí)，不斷地提升自我的過程。我們主要是要在人員上下功夫。 《財(cái)智》：在卡內(nèi)基培訓(xùn)過的企業(yè)中，我們看到有很多跨國(guó)企業(yè)。除團(tuán)隊(duì)成員間進(jìn)行相對(duì)績(jī)效評(píng)價(jià)外，團(tuán)隊(duì)之間也可進(jìn)行績(jī)效評(píng)價(jià)。 二 、 有控制的授權(quán)。 本科畢業(yè)論文 外文參考翻譯文及原文 學(xué) 院 經(jīng)濟(jì)管理學(xué)院 專 業(yè) 工商管理 年級(jí)班別 學(xué) 號(hào) 學(xué)生姓名 指導(dǎo)教師 2020 年 6 月 2 如何建設(shè)高效跨文化團(tuán)隊(duì) 經(jīng)濟(jì)全球化帶給管理的影響力，使人們?cè)絹?lái)越認(rèn)識(shí)到了團(tuán)隊(duì)的重要性。 團(tuán)隊(duì)之所以能有效運(yùn)作，在很大程度上就歸功于團(tuán)隊(duì)內(nèi)部成員享有充分自主的決策權(quán)上，包括能夠制訂生產(chǎn)目標(biāo)、自主雇傭員工、評(píng)估績(jī)效等。 四 、 適當(dāng)運(yùn)用集體決策。在這些跨國(guó)企業(yè)中，他們的團(tuán)隊(duì)很有可能是由不同國(guó)家、不同地域的人員來(lái)組成的。例如我們服務(wù)了 11 年的 Tony Wear 集團(tuán)，他們?cè)跂|南亞都有廣泛的分支機(jī)構(gòu)。 像聯(lián)邦快遞，他們本身很強(qiáng)調(diào) PSP，即為：人 (People)、服務(wù) (Service)和利潤(rùn) (Profit)。每個(gè)企業(yè)都有自己的文化觀和背景，每一種 方法都沒有絕對(duì)的好和壞。在雁群中 ,有任何一只大雁受傷或生病而不能繼續(xù)前飛，雁群中自動(dòng)有兩只大雁留下來(lái)守護(hù)照看受傷或生病的大雁 ,直至它恢復(fù)或死亡 ,然后它們?cè)偌尤氲叫碌年?duì)伍 ,繼續(xù)南飛直至目的地，這就是我們所說(shuō)的真正團(tuán)隊(duì)精神。舊中國(guó)的工業(yè)十分落后，在為數(shù)不多的企業(yè)中，外國(guó)企業(yè)占有統(tǒng)治地位，民族工業(yè)企業(yè)不能形成強(qiáng)勢(shì)，生存和發(fā)展的空間受到嚴(yán)重局限，企業(yè)管理難以體現(xiàn)出民族特色。其次，表現(xiàn)在有技術(shù)引進(jìn)項(xiàng)目的企業(yè)，先進(jìn)技術(shù)設(shè)備在引進(jìn)、消化和革新的過程中伴隨著與外方人員的交往接觸和文化交流，對(duì)技術(shù)設(shè)備這種物化的文化形態(tài)的使用和管理，亦產(chǎn)生了文 化理念上的改變。 作為企業(yè)文化工作者就必須深刻地理解企業(yè)文化，企業(yè)文化究竟是什么，到底是一種什么形態(tài)，企業(yè)文化到底需要做什么工作，企業(yè)文化應(yīng)該怎樣理解執(zhí)行，企業(yè)文化會(huì)給企業(yè)帶來(lái)什么。研究企業(yè)的文化，應(yīng)該以 “ 企業(yè)人 ” 為出發(fā)點(diǎn)，以企業(yè)為落腳點(diǎn)。s smooth the same time, the relative achievements appraisal system also is one kind of effective drive can control to a certain extent and reflect member39。s munication ability the group likely chairman has also raised, each pany all must have own culture, the culture first was es from in pany39。s an enterprise has not provided suitable training to the staff, a year pos