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新西蘭奧克蘭作業代寫 克萊斯勒

2020-06-04 05:17

關于Trompenaars的組織結構(中性vs.情感),這是一個長期存在的問題。兩家公司都在不同的文化環境中運作。談到的情感文化理論可以作為德國人反映在合并過程中遵循一個非常正式的溝通方法,總是互相解決通過使用標題和姓氏顯示傳統的方法對通信實踐而美國人跟著一個直接的方法解決的名字描繪情感文化的理論可以公開表達情感和自由的地方。此外,戴姆勒也沒有料到克萊斯勒會遵循一種更加等級分明的結構,即每個級別的高管都有一個單獨的餐廳。據同上所述,142名美國人在做生意時對結成廣泛的聯盟并不好奇。然而,德國人更喜歡與商業伙伴建立私人關系(同上,54)。所有這些差異可能導致了美國工人的不滿情緒,他們認為德國人傲慢,而德國人可能認為他們的美國同事不聽話、心胸狹窄。值得注意的是,許多管理思想矛盾的跨文化問題導致了戴姆勒-克萊斯勒合并的失敗。瑣碎的商業事務,如在文化敏感性研討會上花費大量的金錢,有助于改變管理觀點,業務執行中的缺陷仍然沒有被打破,這導致了組織之間的負面聯系的演變。美國人反駁了戴姆勒將他們的企業文化強加給他們的做法。因此,整合策略的不完善和文化上的分歧使得商業提案令人反感,從而導致了戴姆勒-克萊斯勒的破產。
新西蘭奧克蘭作業代寫 克萊斯勒
 Enlightening a Dormant issue of Different organizational structure with respect to Trompenaars’s (Neutral vs. Emotional) Both the companies operated in a different cultural environment. Trompenaars’s theory of emotional culture can be reflected in the merger process as Germans followed a very formal communication approach by always addressing each other by using titles and family names showing a conventional approach towards the communication practice whereas Americans followed a direct approach by addressing people by their first name depicting the theory of emotional culture where emotions can be expressed openly and freely. Also, Daimler failed in anticipating that Chrysler followed a more hierarchical structure, consisting of a separate dining room for each grade of executives.According to ibid, 142 Americans are not inquisitive of forming an extended alliance while doing business. However, Germans prefer in building personal relationships with business partners (ibid, 54). All these differences could have led to feelings of resentment from the American workers, assuming that Germans are arrogant whereas Germans might have believed that their American co-workers are disobedient and narrow-minded.It is wholly noticeable that many cross-cultural issues of contradictory management thinking resulted in non-performance of DaimlerChrysler merger. Trivial business affairs like enormous money consumed on PMI seminars of cultural sensitivity dint assist in altering management viewpoint, flaws in business implementation remained unbroken which gave birth to the evolution of a negative association between both the organization. The Americans contradicted the technique in which Daimler forced their corporate culture on them. Hence, integration strategy failed imperfectly and cultural disputes made the business proposal objectionable which resulted in the fallout of DaimlerChrysler.
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