英国民族文化和管理(中英文对照文章)
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论文字数:3149论文编号:org201506171507492232语种:中文 Chinese地区:英国价格:免费论文
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摘要:本文讲述了英国民族文化多企业管理的影响。企业管理需要顺应不同地区当地的民族文化,这对公司的利益有着重要影响。管理在公司的业务中充当着重要角色承担着整体责任,关系到企业项目业务的成败。
民族文化和管理
在英国民族文化是非常多样化的,并在很多方面影响了管理和组织。民族文化是一种普遍的共同信仰,行为规范,价值准则和象征符号,发生在我们的日常生活中。按说民族文化经常以符号、仪式的形式传播是理所当然的,这当中当然也有组织的管理。当今的管理受到许多规章制度的约束,并且必须与国家文化一致进行运作,以确保他们的公司得到主流的关注同时照顾国人的行为准则。本文将着眼于民族文化在多业务公司组织单位的状态,民族文化是如何影响管理,又是如何来管理的呢?
民族文化能够引起公司管理控制的改变益于当地企业单位的情况是众所周知的。管理的作用比许多人说的要复杂的多。简单的说,管理为项目的成果承担着整体的责任。
National Culture and Management
National culture is very diverse in the UK and affects management and organisation in a number ways. National culture includes the pervasive, shared beliefs, norms, values, and symbols that are occur in daily. National culture is normally transmitted by symbols and rituals and many often take these for granted and this includes management of organisations. Management today is bound by many rules and regulations and have to work in accordance with national cultures to ensure that their companies get mainstream attention whilst taking care of the norms displayed by the nation's people. This paper will look at national culture at the organisational-unit state of multi-business firms and how it affects management and how organizing takes place.
National culture is known to trigger changes in the corporate management control to benefit local business-unit circumstances. The role of management is more complex than many people contend. To put it simply, management adopt holistic responsibility for the outcomes of projects. If projects or organisational objectives are not satisfactorily achieved then the management takes full responsibility for this due to the fact that they set out the criteria for achieving such aims and oversaw the entire project. Managers have numerous roles which imply critical thinking on their behalf and the general rule of thumb is that management entails the effective planning, leading and control of resources in order to meet objectives as set out in the mission statement. Indeed the resources in question fluctuate on the basis of the type of industry the organisation trades in but from a general perspective such resources include personnel with their abilities and experience in addition to non-human elements i.e. machinery, raw materials IT and capital all of which play a pivotal part in contributing to the role of management. Work from Mead (1994 pg 55) shows that national culture at the multi-level data reveal small business-unit effects relative to corporate effects. The work from Mead suggests that in the presence of dominant national culture, management and the organisation work harder to uniformly implement control within their firms to reflect national culture conditions.
Estienne (1997) defines culture as –
“Culture consists of patterns, explicit and implicit, of and for behaviour acquired and transmitted by symbols, constituting the distinctive achievement of human groups, including their embodiments in artefacts; the essential core of culture consists of traditional ideas and especially their attached values; culture systems may, on the one hand, be considered as products of action, on the other hand, as conditioning influences upon further action”
The graphs shows how national culture is divided out
Manifestation of Culture at Different Levels of Depth (Mead – 2005)
Culture in the narrowest sense also refers to knowledge of the arts. This includes music and sculpture. The concept of culture whic
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