| （摘要内容经过系统自动伪原创处理以避免复制，下载原文正常，内容请直接查看目录。） 在国际化的配景下，德语论文范文，愈来愈多的跨国企业发生并敏捷成长，与此同时也涌现了愈来愈多的跨国收买与吞并。分歧国籍，分歧皮肤，分歧说话的人们任务在一路成为一种潮水。但是同一任务情况与流程的表象其实不能掩饰分歧区域人们的伟大差别。本文旨在研究跨文明配景下员工之间的抵触与应对办法，而跨文明团队最能清楚反应任务情况中的文明差别，所以作者将跨文明团队作为重要的研究对象。本文起首引见了文明及文明抵触的概念与实际，并侧重引见了郝夫斯特的文明维度实际作为本文的实际基本。该实际从小我主义与个人主义，权利间隔，不肯定性躲避，事业胜利与生涯质量，历久导向与短时间导向五个方面剖析了分歧平易近族的人们在思想和行动措施上的分歧，并经由过程年夜量的查询拜访问卷总结出分歧国度的分歧特色。随后论述了跨文明团队的特色，优势与优势。重点引见与剖析了有名的戴姆勒一克莱斯勒归并案中的跨文明团队抵触核心。并引入跨文明团队的树立流程。本文的重点在于对德国年夜陆团体真实中德团队的情形调研与剖析，德语专业论文，建议。经由过程对多个部分的查询拜访问卷搜集和作者自己的亲自阅历，总结出中德团队的浩瀚成绩，联合郝夫斯特的中德文明差别实际停止剖析，并对该企业和整体跨文明团队扶植停止总结并提出团队扶植理论建议。 Abstract: In the internationalization of the background, more and more Multi-National Corporation happen and agile growth, at the same time there are more and more cross-border buying and annexation. Different nationalities, different skin, different people to talk to work in a way all the way to become a tide. But the same task and the representation of the process can not hide the differences between people in different regions of the great differences. This paper aims to study the Cross staff under the cultural background between the conflict and coping measures, and cross-cultural team most clear reaction tasks of the cultural differences, so the cross culture team as an important research object. This paper introduces the conflict of civilization and civilized concept and practice, and focus on the introduction of the Hao bluffs of civilization dimension theory as the theory base. The actual from egoism and individualism, power distance, not sure avoidance, career success and career quality, long-term orientation and short time orientation analysis of the differences between people of different ethnic groups in the methods of thought and action, and through a large number of inquiries visit volume summarizes the different characteristics of different countries. Then it discusses the characteristics, advantages and advantages of cross culture team. Focus on the introduction and analysis of the famous Daimler Chrysler merger case in the cross cultural team to the core. And the introduction of cross cultural team building process. The focus of this paper is to study and analyze the real situation of the team of the German army group. Through parts of multiple query visit questionnaires to collect and author their own personal experience, summed up the German team in the vastness of the achievement, Hao bluffs of Sino German cultural differences actual analysis, and on the company and the overall cross culture team builds the summary and recommendations on team construction theory. 目录: Acknowledgements 4-5 摘要 5-6 Abstract 6 Introduction 9-11 1. The general situation of intercultural teams 9-10 2. The meaning of this research 10-11 Chapter 1 A Brief Introduction of Culture 11-16 1.1 Two metaphors about culture 11-12 1.2 Definition of culture 12-13 1.3 Understand culture 13-16 Chapter 2 Cultural Conflicts 16-22 2.1 The concept of intercultural conflict 16 2.2 The origin and theories of intercultural conflict 16-17 2.3 The Theory of cultural dimensions by Geert Hofstede 17-20 2.4 The differences between Chinese and German cultures 20-22 Chapter 3 Intercultural Team 22-33 3.1 Introduction to team 22-23 3.1.1 The definition of team 22 3.1.2 Benefits by setting up a team 22-23 3.2 Intercultural team 23 3.3 The potential benefits and conflicts within intercultural teams 23-26 3.3.1 The potential benefits of intercultural teams 23-24 3.3.2 The potential conflicts of Intercultural team 24-26 3.4 Case analysis: The merger of Daimler-Chrysler 26-30 3.4.1 The Story of the Merger 26-28 3.4.2 Cultural confrontation after the merger 28-30 3.4.3 Case analysis and communication strategy 30 3.5 The steps of building up an intercultural team 30-33 Chapter 4 Intercultural Teams at Continental 33-42 4.1 The general Introduction of Continental Group 33-34 4.2 The general status of Continental teams 34-36 4.3 Continental Team analysis 36-41 4.3.1 Questionnaire regarding Continental teams 36-37 4.3.2 Result analysis 37-39 4.3.3 My experience in HBS Asia 39-40 4.3.4 Conclusion of Continental teams 40-41 4.4 Suggestions for Continental teams 41-42 Chapter 5 Conclusions 42-44 5.1 Conclusions 42 5.2 Limitations 42-44 Notes 44-45 References 45-47 Appendix 47-49 |
