【正文】 has the capital output, establishes the foreign investment enterprise, implements the transnational production 15 management. Fourth, displays in the enterprise day by day frequent and the close foreign management relation, also includes the product and the equipment import and export, the human resource flow, the resource flow and the technological exchange, also includes the managerial experience the mutual study and the model, with overseas enterprise and other organization domain when different cultural stratification plane and varying degree munication, has had the TransCulture mutual seepage and blends together. China is the original vast multinational country, the different area and the different nationality also have respectively the unique cultural convention, therefore, even if is the plete introversion enterprise, along with market petition fierce, the production management is also approaching transregional, the cross occupational lines crosswise union development, the inland associated enterprise also has the generalized TransCulture management problem. 6th, should adopt in the TransCulture management the positive strategy, including localization strategy, cultural acmodating strategy, cultural innovation strategy, cultural circumvention strategy, cultural infiltration strategy, with the aid of third party culture strategy, occupation type strategy and so brief, the global marketing enterprise when carries on the TransCulture management, should fully understand this enterprise culture and in the overseas cultural foundation, chooses own TransCulture management pattern, thus enables the different culture to achieve the best union, forms own core petitive power. What is the enterprise culture? This question may say is different people has different views, different people has different views, has wide divided present speaks the enterprise culture actually how to locate and the understanding, this should act according to the enterprise actual situation, the making enterprise culture platform, lets the enterprise culture fall to the ground as soon as possible, but is not hangs the enterprise culture in the midair. The enterprise culture worker must understand profoundly the enterprise culture, actually the enterprise culture is any, is one kind of any shape, the enterprise culture needs to do any work, how the enterprise culture should understand the execution, the 16 enterprise culture can bring any to the enterprise. Is having above many questions, the union at present the actual situation, wants to exchange in here me with everybody discussion, possibly has the view too is extreme, but I hoped heartfeltly, can enhance us together to the enterprise culture understanding, will be advantageous for the next enterprise culture work development. First, the enterprise culture is not pulls the old fierce appearance, the tree shop sign, may not hang the sheep39。s different department to establish one “the TransCulture mittee”, then you thought this method uses in China39。s corresponding endeavor is between the team members carries on the relative achievements appraisal, between the team also may carry on the achievements appraisal. Four. Suitable utilization collective decisionmaking. Suitable utilization collective functional departments, the specialty and the skill are mutually the supplements, a duty pletion so disperses in the distributed situation in the knowledge and the information, the collective decisionmaking bees more important, “but but should pay attention to the collective decisionmaking to discuss not definitely” the fatal disease. Five. Leadership , and the leader should valuable the values which may accept transmit gives the team, the diplomatic group team members accepts internal standard and the rule, and raises the team cohesive force under the values , kisses with equally and the team members carries on the conversation and the work, stimulates staff39。帶著以上諸多問題，結(jié)合目前實際情況，在這里我想與大家討論交流一下，可能有的看法過于偏激，但是我衷心地希望，能夠共同提高我們對企業(yè)文化的認識，以便于今后企業(yè)文化工作的開展。新中國建立后，工業(yè)有了突飛猛進的發(fā)展，盡管５０年代一些企業(yè)曾有過短暫的中蘇跨文化交匯，但總體上仍只存在于很小的局部范圍內(nèi)。 結(jié)語： 成功的團隊目標(biāo)明確，經(jīng)常和高層經(jīng)理保持良好的溝通，并接近高層經(jīng)理的指標(biāo)，它的業(yè)績目標(biāo)植根于企業(yè)的戰(zhàn)略與遠景。像他們這種企業(yè)，實際上他們需要的是如何讓來自不同地方的人在公司的文化架構(gòu)上去發(fā)揮自己的潛力。 集體決策既能夠滿足員工的參與要求，又能夠集結(jié)眾人的智慧，使決策更優(yōu)化，因而在很多情況下，它具有與個人決策無法比及的優(yōu)點，尤其在跨功能團隊中，幾乎每一名成員都來自于不同的職能部門，專業(yè)和技能互為補充，一項任務(wù)的完成在知識和信息如此分散分布的情況下，集體決策變得更為重要，但應(yīng)注意集體決策 “ 議而不決 ” 的致命弊病?？鐕Q(mào)易、跨文化管理、跨部門溝通 ?? 在所有這些名詞的背后，我們可以發(fā)現(xiàn)人是最重要的因素。它能 夠在一定程度上控制和反映出成員的相應(yīng)努力水平。 《財智》：那您在這方面有沒 有一些好的建議？ 梁：這里面涉及到兩塊：一是技術(shù)、二是人員。 《財智》：在國外的一些跨國公司中，他們?yōu)榱私鉀Q公司中跨文化和多文化的問題，往往會從公司的不同部門中挑選管理人員來成立一個 “ 跨文化委員會 ” ，那您覺得這種方法用在中國的跨國公司和國內(nèi)的一些企業(yè)中合不合適？ 梁：這個很難說合不合適，但是這是個可以嘗試的方法。其目的在于如何在不同形態(tài)的文化氛圍中，設(shè)計出切實可行的組織結(jié)構(gòu)和管理機制，在管理過程中尋找超越文化沖突的公司目標(biāo)，以維系不同文 化背景的員工共同的行為準則，從而最大限度地控制和利用企業(yè)的潛力與價值。 企業(yè)文化是什么？這個問題可以說是仁者見仁，智者見智，眾說紛紜。s healthy development, forms one the environment and the atmosphere which favors the team to develop. Once more, through holds the member conference, conferences and so on project progress appraisal meeting causes everybody to meet frequently the the team members feel the collective the existence, the cohesive force also naturally raises. Two. Has the control team the reason that can operate effectively, gives credit to a great extent in the team interior member enjoys in the full independent d