MBA essay代写案例：Multinational Companies MNC
MBA essay代写范文-跨国公司MNC，本文是一篇由本站代写服务提供的essay代写范文，主要内容是讲述在在一个不断增长的全球市场，公司往往会遇到挑战，如果他们不专注于发展他们的人力资源管理，很难看到人力资源管理的财务收益。本篇essay指出全球市场上与世界各地的子公司合作时，对人力资源管理的关注对于创建一个朝着相同目标和愿景工作的统一公司至关重要，人力资源管理的一大挑战是建立全球化的企业文化。本篇essay揭示人力资源管理下一个挑战的主要问题是找到好的全球领导者，这是因为他们影响整个公司在全球扩张的机会。本篇essay的研究人员发现，关注这些前景中的一个是不够的，因为它们是联系在一起的。跨国公司必须在所有这些方面努力，以获得更有效的人力资源管理，并通过这一点获得可能的竞争优势。以下就是这篇MBA essay代写案例的具体内容，供参考。
1 Introduction 简介
Over the past couple of years Multinational Companies (MNC) had to face a number of new challenges in their daily business. Globalization changed numerous things for global players. Normally the structure of a typical MNC shows a focus on their main resources and departments like finance, technology, marketing, sales and production. This is because they want to have a large number of customers and also want to make a good profit.
在过去的几年里，跨国公司在日常业务中不得不面临一些新的挑战。全球化改变了全球参与者的许多事情。通常情况下，典型跨国公司的结构显示出对其主要资源和部门的关注，如财务、技术、营销、销售和生产。这是因为他们希望拥有大量的客户，也希望获得良好的利润。
But if they neglect these new challenges coming up with the globalization they might not be successful anymore (Mendenhall et al., 2003). A big challenge MNC’s have to manage is their workforce diversity (Stern, S. 2008). Diversity means any sort of difference between two or more people.
但如果他们忽视了全球化带来的这些新挑战，他们可能就不会再成功了（Mendenhall et al.，2003）。跨国公司必须应对的一大挑战是其劳动力的多样性。多样性是指两个人或两个人以上之间的任何差异。
These differences might exist in terms of age, gender, race, education, social status and other terms. To manage this diversity MNC’s have to implement strategies that knit all employees together into a dynamic workforce (Miller, Dollar, 1950).
这些差异可能存在于年龄、性别、种族、教育、社会地位和其他方面。为了管理这种多样性，跨国公司必须实施战略，将所有员工团结成一支充满活力的劳动力队伍。
Because of this enormous diversity one of the key success factors of MNC’s is the recruitment and selection of labor who offer valuable individuality. These individuals are forming the values and beliefs of an organization (Mullins, 2007).
由于这种巨大的多样性，跨国公司成功的关键因素之一是招聘和选择具有宝贵个性的劳动力。这些人正在形成一个组织的价值观和信念。
The management of this diversity is a challenge of the human resource management. In this essay I will focus on how MNC’s can improve their HRM and make their company staying successful in terms of managing diversity. It is hard to become a major player in the global market without an effective HRM.
这种多样性的管理是人力资源管理的一个挑战。在本文中，我将重点讨论跨国公司如何提高其人力资源管理，使其公司在管理多样性方面保持成功。如果没有有效的人力资源管理，很难成为全球市场的主要参与者。
There are two major challenges within global HRM namely building global corporate cultures and developing global leaders that have to be mastered in order to manage diversity and be successful in the global business environment (Mendenhall et al., 2003).
全球人力资源管理面临两大挑战，即建立全球企业文化和培养全球领导者，这两大挑战必须掌握，才能管理多样性并在全球商业环境中取得成功。
2 Enhancing global business strategy 加强全球商业战略
Today more and more companies expand their activity internationally or are already an existent global participant. This requires new strategies. The HRM can contribute a lot to the success of an enterprise, if it adopts a truly globalize strategy in alignment with the corporate strategy (Mellahi et al, 2003).
如今，越来越多的公司在国际上扩大业务，或者已经成为现有的全球参与者。这需要新的战略。如果人力资源管理采取与企业战略相一致的真正全球化战略，它可以为企业的成功做出很大贡献。
2.1 Tasks of an international HRM 国际人力资源管理的任务
The human resource management has to establish processes and policies which enable people to learn new skills required to compete successfully in a global business environment. A truly international HRM also involves the ability to move people easily from country to country. As companies become more global, they need talented managers with global experience.
人力资源管理必须制定流程和政策，使人们能够学习在全球商业环境中成功竞争所需的新技能。一个真正国际化的人力资源管理还包括将人员从一个国家轻松转移到另一个国家的能力。随着公司变得越来越全球化，他们需要具有全球经验的有才华的经理。
These people also need assistance in building international task forces and teams. Managing the administrative details associated with international assignments beyond the recruiting process is a complex issue. Therefore a good knowledge of the cultural differences and possible barriers is necessary (Holbeche, 2004).
这些人还需要协助建立国际工作队和工作队。在招聘过程之外管理与国际派遣相关的行政细节是一个复杂的问题。因此，对文化差异和可能的障碍有充分的了解是必要的。
Human resource management needs to develop the policies, the processes and administrative agendas which have to become standardized and implemented in all locations. Though practices may differ between countries, a company needs some common standards across its subsidiaries that are strategically aligned with the organization's mission, for example a worldwide standard for senior management in evaluation, compensation and development. With this HR the organization can create social capital in locally adaptive ways and serve as a buffer between globalization and localization of strategic practices (Gomez et al., 2005).
人力资源管理需要制定政策、流程和行政议程，这些政策、流程必须标准化，并在所有地点实施。尽管各国的做法可能有所不同，但公司需要其子公司的一些共同标准，这些标准在战略上与组织的使命相一致，例如高级管理层在评估、薪酬和发展方面的全球标准。有了这种人力资源，组织可以以当地适应的方式创造社会资本，并在战略实践的全球化和本地化之间发挥缓冲作用。
A company that is in the lead in implementing and creating a global HRM and is capable of all these tasks can develop a strategic resource, which is hard and expensive to imitate quickly.
一家在实施和创建全球人力资源管理方面处于领先地位并能够完成所有这些任务的公司可以开发战略资源，这很难快速模仿，而且成本高昂。
2.2 The mission of international HRM 国际人力资源管理的使命
When a company decides to go global, it does so to create unique competitive advantages, that is not possible in the domestic market. Therefore it has to adapt its strategy to define the new goals and the measures to meet them. Business strategies, which organizations adopt to maintain competitiveness, should be developed in conjunction with their human resource departments (Lengnick-Hall et. al 1988; Schuler et. al, 1984; Tichy et. al 1982). It is quite clear that the change from local to global has an impact on the techniques used in human resources management.
当一家公司决定走向全球时，它这样做是为了创造独特的竞争优势，这在国内市场是不可能的。因此，它必须调整其战略，以确定新的目标和实现这些目标的措施。组织为保持竞争力而采取的商业战略应与其人力资源部门共同制定（Lengnik-Hall等人，1988年；Schuler等人，1984年；Tichy等人，1982年）。很明显，从地方到全球的转变对人力资源管理中使用的技术产生了影响。
By implementing HR issues in the mission, this will help enhancing the global business strategy. The mission can be defined as the reason why organizations exist. The purpose of an organization is the heart of the mission, but it is also made up by organizational beliefs, values and business definition (De Wit et al. 2004).
通过在特派团中落实人力资源问题，这将有助于加强全球业务战略。使命可以定义为组织存在的原因。组织的目的是使命的核心，但它也由组织信念、价值观和业务定义组成。
To be strategic, human resource practices are expected to maximize employees' effectiveness in accordance with their organizations' missions, objectives and goals (Lengnick-Hall et al. 1988; Schuler et al. 1984; Tichy et al. 1982).
从战略角度来看，人力资源实践应根据其组织的使命、目标和目的，最大限度地提高员工的效率。
When the mission is consistent and compelling to the employees, it can be a source of motivation and create an emotional bond between the members of the organization, which again can result in better performance tied up to the mission (De Wit et al. 2004).
当任务对员工来说是一致的和有吸引力的时，它可以成为激励的来源，并在组织成员之间建立情感纽带，这也可以导致与任务相关的更好的绩效（De Wit等人，2004）。
In a global organization, it is harder to create a mission that ties together people from many different parts of the world, and it is therefore crucial in creating a global mission, to consult and integrate HR issues into it.
在一个全球性的组织中，很难创建一个将来自世界各地的人联系在一起的使命，因此，在创建一个全球性使命时，咨询并将人力资源问题纳入其中至关重要。
There are very different ways in businesses around the world in handling HRM, and therefore in trying to decrease the differences between domestic and international HR, it can help make the subsidiaries to work towards the same goals. The mission outlines the fundamental principles guiding strategic choices, and if it has guidelines on how to handle different HR issues, the different subsidiaries will use a somewhat similar HR management.
世界各地的企业在处理人力资源管理方面有着非常不同的方式，因此，在试图减少国内和国际人力资源之间的差异时，这有助于使子公司朝着相同的目标努力。该使命概述了指导战略选择的基本原则，如果它有关于如何处理不同人力资源问题的指导方针，不同的子公司将使用有点相似的人力资源管理。
To be able to integrate HR with global strategy development and implementation, senior members and top management of the organization need to promote HR issues, and try to address them in the development and implementation stage (Mendenhall et al. 2003).
为了能够将人力资源与全球战略的制定和实施相结合，组织的高级成员和最高管理层需要促进人力资源问题，并在制定和实施阶段努力解决这些问题。
Collaboration among employees in MNC’s跨国公司员工之间的合作
Employee behavior is perhaps the most critical challenge that multinational organizations have to deal with (Bartlett & Ghoshal, 1990). In Multinational Companies there is a huge potential of conflicts, because of its diverse personalities. As a consequence of this tensions will arise among employees.
员工行为可能是跨国组织必须应对的最关键的挑战。在跨国公司中，由于其个性的多样性，存在着巨大的冲突潜力。因此，员工之间会出现紧张关系。
Although these tensions are inherent to MNC and also desirable (Kilmann, 1985), they require increased levels of collaboration. An organization must therefore enable their employees to accept the tension and behave as one company.
尽管这些紧张关系是跨国公司固有的，也是可取的（Kilmann，1985），但它们需要提高合作水平。因此，一个组织必须使其员工能够接受紧张局势，并像一家公司一样行事。
Nevertheless, in many large and multinational companies, employees tend to be silo-focused. They view their membership and loyalty as belonging to a certain subunit in the organization. Consequently they behave in a manner that benefits their subunit but could be detrimental to the organization as a whole. This kind of thinking of course leads to a higher effort of coordinating and collaborating employees to have a successful organization (Joyce, 1986).
然而，在许多大型跨国公司中，员工往往专注于筒仓。他们认为自己的会员资格和忠诚度属于组织中的某个子单位。因此，他们的行为方式有利于其子部门，但可能对整个组织不利。这种思维当然会促使员工更加努力地协调和合作，以建立一个成功的组织。
Many problems can arise out of the silo-focused way of thinking. Collaboration between units is hindered by personal conflicts between unit leaders, resources might be withholded from each other and insufficient communication between different units leads to a lack of trust in the whole organization. According to Sy & D’Annunzio (2005), there are two major reasons for silo-focused behaviors.
以筒仓为中心的思维方式可能会产生许多问题。单位领导之间的个人冲突阻碍了单位之间的合作，资源可能相互截留，不同单位之间的沟通不足导致对整个组织缺乏信任。根据Sy和D’Annunzio，筒仓集中行为有两个主要原因。
First, most employees reside in the same function (and often the same unit within the function), throughout their careers. They always work with the same people and probably never had the chance to work with other elements of the organization. Second, MNCs with complex structures require a higher degree of collaboration, compared to small companies with simple line structures. Mostly, employees have not developed the necessary social skills for this high degree of collaboration.
首先，大多数员工在其整个职业生涯中都居住在同一职能部门（通常是职能部门内的同一单位）。他们总是和同一个人一起工作，可能从来没有机会和组织的其他成员一起工作。其次，与线条结构简单的小公司相比，结构复杂的跨国公司需要更高程度的合作。大多数情况下，员工还没有发展出这种高度协作所需的社交技能。
Often, the “command and control” thinking in traditional hierarchical organizations is simply turned over in complex MNC’s, where it is predestined to fail. Therefore, possible measures to mitigate silo-focused behavior are providing trainings for social skills, defining clear expectations for behavior in the organization, working across functions to learn about different points of view and most importantly building relationships between employees of different units (Sy & D'Annunzio, 2005).
通常，传统层级组织中的“指挥和控制”思维在复杂的跨国公司中被简单地颠覆，在那里它注定会失败。因此，缓解孤立行为的可能措施是提供社交技能培训，明确对组织中行为的期望，跨职能部门工作以了解不同的观点，最重要的是在不同单位的员工之间建立关系。
Diversity in MNC’s跨国公司的多样性
As a multinational company works in a global market it must be prepared to detect all possible changes in the global environment and it has to be able to communicate and adapt the identity of the company to them (Ali & Camp, 1996).
作为一家在全球市场工作的跨国公司，它必须做好检测全球环境中所有可能变化的准备，并且必须能够与这些变化进行沟通并调整公司的身份。
4.1 Cultural diversity 文化多样性
Nowadays cultural diversity plays an important role in a company. The criteria discriminating these groups include race, geographic origin, ethnicity, gender, age, functional or educational background, physical and cognitive capability, language, lifestyles, beliefs, cultural background, economic category, tenure with the organization and sexual preference (Seyman, 2006).
如今，文化多样性在公司中发挥着重要作用。歧视这些群体的标准包括种族、地理出身、民族、性别、年龄、功能或教育背景、身体和认知能力、语言、生活方式、信仰、文化背景、经济类别、在组织中的任期和性偏好。
The company can’t offer quality products or services to the customers if it doesn’t understand and take in account the impact that the culture has in all the processes (Maddock, Lois Viton, 2008). Workers usually think that their behavior hasn’t got any influence on the final product or service, but to be effective, every part must have a clear vision of the company and a clear mission on it.
如果公司不了解并考虑文化在所有过程中的影响，就无法向客户提供高质量的产品或服务。员工通常认为他们的行为对最终的产品或服务没有任何影响，但为了有效，每个部门都必须对公司有清晰的愿景和明确的使命。
The social, political and enterprise structure depends on everyone in the company, so the internal area and the human resources, one of the most important areas of a company, must be developed with the rest of the company to achieve their goals (Seyman, 2006).
社会、政治和企业结构取决于公司中的每个人，因此内部领域和人力资源是公司最重要的领域之一，必须与公司其他部门一起开发，以实现其目标。
The misunderstanding and ignoring of different cultures, language and historical background lead to disasters in the field of setting up multinational business. To avoid this, a general knowledge of another nation’s culture and history is essential. So general cultural knowledge, if coupled with prejudice and prejudgment, is an obstacle to effective global management (Ali & Camp, 1996).
由于对不同文化、语言和历史背景的误解和忽视，导致了跨国经营领域的灾难。为了避免这种情况，了解另一个国家的文化和历史是至关重要的。因此，一般的文化知识，如果加上偏见和预先判断，是有效全球管理的障碍。
4.2 Communication and language barriers 沟通和语言障碍
One important challenge beneath culture is language barriers. Communication is essential for management. Yet communication relies upon a shared language, a pre-requisite that does not exist in many international business situations and that is when the problems start. The most pronounced manifestation of the language barrier at work can be found in the relationship between a multinational parent company and its network of international subsidiaries.
文化背后的一个重要挑战是语言障碍。沟通对管理至关重要。然而，沟通依赖于共同的语言，这是许多国际商业环境中不存在的先决条件，也是问题开始的时候。工作中语言障碍最明显的表现是跨国母公司与其国际子公司网络之间的关系。
Several factors contribute to the difficulty of achieving and sustaining effective communications and a productive, collaborative relationship. Even if an employee is relatively competent in the language of the other party, loss of rhetorical skills is always present as the use of humor, symbolism, sensitivity, negotiation, persuasion and motivation requires a very high level of fluency (Harzing & Feely, 2008).
有几个因素导致难以实现和维持有效的沟通和富有成效的合作关系。即使员工对另一方的语言相对熟练，修辞技巧的丧失也总是存在的，因为幽默、象征、敏感、谈判、说服和动机的使用需要非常高的流利程度。
5 Managing diversity in MNC’s through HRM 通过人力资源管理管理管理跨国公司的多样性
To manage workforce diversity in MNC’s it’s a challenge for the human resource management to establish a global corporate culture. To identify with the corporate culture of the company is the most important thing for the staff. That is why building a global corporate culture is one of the most important challenges for Multinational Companies.
管理跨国公司员工的多样性，建立全球性的企业文化是人力资源管理面临的挑战。认同公司的企业文化是员工最重要的事情。这就是为什么建立全球企业文化是跨国公司面临的最重要挑战之一。
But also the management in MNC’s has been changing. There is a need for global leaders. The formation of such global leaders is also a part of the human resource management.
但跨国公司的管理也在发生变化。需要全球领导人。这种全球领导者的形成也是人力资源管理的一部分。
5.1 Need for global corporate culture 对全球企业文化的需求
The situation within global enterprises has been changing for many years. According to the cheap labor in eastern world and other factors, there has never been such a need for understanding the different cultures in multinational companies (Crocket, 2003).
多年来，全球企业内部的情况一直在发生变化。根据东方世界的廉价劳动力和其他因素，跨国公司从未有过了解不同文化的必要性。
Cultural empathy, integrity, and comfortability in dealing with people from various cultures, along with effective performance, highlight the necessity to think and act in relevant cultural terms. This does not mean that today’s managers must know in detail the cultural and historical backgrounds of other nations. Rather, it means that global managers need to think and act with an open mind and in socially responsive ways to events at home and abroad (Ali & Camp, 1996)
与来自不同文化的人打交道时的文化同理心、诚信和舒适性，以及有效的表现，突出了从相关文化角度思考和行动的必要性。这并不意味着今天的管理者必须详细了解其他国家的文化和历史背景。相反，这意味着全球管理者需要以开放的心态思考和行动，并对国内外的事件做出社会反应
To be able to work efficiently in the global market and industry it is very important to build a corporate business culture. A corporate culture can be explained by convening several different cultures represented by numerous different workers, working in a Multinational enterprise (Mendenhall, et. al., 2003). As the word Multinational enterprise already expresses that the company is acting global, it is common that numerous different people with different cultures are working for this company.
为了能够在全球市场和行业中高效工作，建立企业商业文化非常重要。企业文化可以通过召集在跨国企业工作的众多不同员工所代表的几种不同文化来解释（Mendenhall等人，2003）。正如“跨国企业”一词已经表达的那样，公司正在全球化，许多不同文化的人为这家公司工作是很常见的。
Furthermore every culture has its own methods, values, beliefs, habits, language and so on. Organizations acting global can never work without interference of the leader board to create a global corporate culture. That is why a Multinational company has to offer corporate values, beliefs, methods, habits and working processes all set in the global corporate culture.
此外，每种文化都有自己的方法、价值观、信仰、习惯、语言等等。全球化组织的运作离不开领导层的干预，以创造全球化的企业文化。这就是为什么跨国公司必须提供全球企业文化中设定的企业价值观、信念、方法、习惯和工作流程。
Of course it is necessary to respect local cultures because if an organization does not respect the local cultures, workers will not be satisfied and can never identify with the company they are working for (Mendenhall, et. al., 2003).
当然，尊重当地文化是必要的，因为如果一个组织不尊重当地文化，员工就不会满意，也永远无法认同他们工作的公司。
In former times there was the so called colonialism style of leading people. Colonialism can be understood as the control of overseas colonies by imperial powers. A foreign power rules a large group of people and the foreign power uses the colony for wealth and has more advanced technology than the people of the colonies (Glossary, 2005). In other words the headquarters and the top management delegated the work to their staff and controlled the output. This is not possible anymore.
从前有所谓的殖民主义领导方式。殖民主义可以理解为帝国列强对海外殖民地的控制。外国势力统治着一大群人，外国势力利用殖民地获取财富，并拥有比殖民地人民更先进的技术。换言之，总部和最高管理层将工作委托给员工并控制产出。这已经不可能了。
They have to create clear global corporate values. These corporate values assist to improve workforce and working processes as the staff all over the world can identify with the vision and values, the corporate culture, of the headquarters and all other subsidiaries (Reggie, Fabish, McGaw, 2005).
他们必须创造明确的全球企业价值观。这些企业价值观有助于改善员工队伍和工作流程，因为全世界的员工都能认同总部和所有其他子公司的愿景和价值观、企业文化。
The global corporate culture should assist to create a standardized culture with respecting local cultures so that the Multinational Company has a unique and corporate appearance to the outside. This global corporate culture should be written down with all its values, certain behaviors towards customers, suppliers, stake- and shareholders, its working processes, communication methods and team forming habits (Lotti, Mensing, Valenti, 2006).
全球企业文化应有助于创建一种尊重当地文化的标准化文化，使跨国公司在外部拥有独特的企业形象。这种全球企业文化应该包括其所有价值观、对客户、供应商、股份和股东的某些行为、工作流程、沟通方法和团队形成习惯。
A very interesting article states that there has to be paid much attention with forming cooperation concerning the global corporate culture. It says that the company cannot be global until its board of directors does not reflect the countries and regions in which it operates. The board of directors has to focus on regarding and respecting all cultures convened in one company. All these different criteria of all convened cultures have to be adapted to fit in the company’s global corporate culture (Nair & Chandran, 2006).
一篇很有意思的文章指出，在全球企业文化中，建立合作必须引起重视。该公司表示，除非董事会不反映其运营所在的国家和地区，否则该公司不可能全球化。董事会必须关注并尊重一家公司的所有文化。所有召集文化的所有这些不同标准都必须适应公司的全球企业文化。
Accenture made a survey within 900 C-suite executives in the U. S., the UK, France, Germany, Italy, Spain, Japan, Canada and China. These executives were asked to identify the greatest challenges with building global companies. Another thing Accenture wanted to know from these executives, was if there is a receipt how a Multinational company can succeed in the increasingly global market.
埃森哲对美国、英国、法国、德国、意大利、西班牙、日本、加拿大和中国的900名高管进行了调查。这些高管被要求确定建立全球公司的最大挑战。埃森哲想从这些高管那里了解的另一件事是，如果有收据，跨国公司如何在日益全球化的市场上取得成功。
The result to this question was that they found out that their chief concern is the ability to maintain a common corporate culture around the world. It means that half of the respondent executives believe that their companies are ready to succeed in this increasingly global market. It became very important that Multinational companies maintain their core values and their corporate identity across many cultures.
这个问题的结果是，他们发现他们最关心的是在世界各地维持共同企业文化的能力。这意味着，一半的受访者高管认为，他们的公司已经准备好在这个日益全球化的市场上取得成功。跨国公司在许多文化中保持其核心价值观和企业身份变得非常重要。
Another thing getting very important is that the industry becomes knowledge based. Important as well is to understand local customs and ways of doing business in certain countries. A Multinational company needs the ability to service clients and customers effectively. Therefore they have to learn numerous things about how to deal with foreign countries and their cultures before they start to set up a global corporate culture in their company (Foster Mark, n. d.).
另一件非常重要的事情是，这个行业变得以知识为基础。同样重要的是了解某些国家的当地习俗和经商方式。跨国公司需要有能力为客户和客户提供有效的服务。因此，在开始在公司中建立全球企业文化之前，他们必须学习许多关于如何与外国及其文化打交道的知识。
5.2 Developing global leaders 培养全球领导者
The implication of managers has changed during the time. In a constantly changing world it is important to develop global leaders. Nowadays business works on a bigger field, within more different cultures than years ago. The more companies pursue global strategies, the more global leaders they need. How to find and train future global leaders has become a task for the human rescores management in global companies (Allen, 2000).
在这段时间里，管理者的含义发生了变化。在一个不断变化的世界里，培养全球领导者是很重要的。如今，商业在一个更大的领域工作，在比几年前更不同的文化中工作。公司越是追求全球战略，就越需要全球领导者。如何寻找和培养未来的全球领导者已成为全球公司人力资源管理的一项任务。
5.3 Why global leaders?为什么是全球领导者？
It is important for the whole company that the leaders and the team of executives have the right skills and take the right decisions. The leaders should have global experience. If they do not have international experience they risk handling their work tasks incorrect. They will also have problems to communicate with their new employees from other cultures. Global leaders have to read their market right. This means that it is impossible to sell the same thing, the same way in different countries.
对于整个公司来说，领导者和高管团队拥有正确的技能并做出正确的决定是很重要的。领导人应该具有全球经验。如果他们没有国际经验，他们就有可能错误地处理工作任务。他们在与来自其他文化的新员工沟通时也会遇到问题。全球领导人必须正确解读他们的市场。这意味着不可能在不同的国家以同样的方式销售同样的东西。
There are different requirements that have to be profiled. So human resource management has to be adjusted to the countries they are working in. Leadership models have to differ because the importance of variables as relationships, short-term profits, hierarchies, ethics, and risk are different from culture to culture (Hofstede, 1994).
必须对不同的要求进行分析。因此，人力资源管理必须根据他们工作的国家进行调整。领导模式必须有所不同，因为关系、短期利润、等级制度、道德和风险等变量的重要性因文化而异。
The book Cultural Dimensions of International Mergers and Acquisitions shows that leaders build structure and control mechanisms based on their personal experiences and their national culture. Because they have such a big influence on the company’s strategy it is important that companies have good educated global leaders.
《国际并购的文化维度》一书表明，领导者根据个人经历和民族文化建立结构和控制机制。因为他们对公司的战略有很大的影响，所以公司拥有受过良好教育的全球领导者是很重要的。
Otherwise they might not be acclimatized to the global environment. The way to control a firm in France might not be the same way to control it in China. This example points out very clear that the way of leadership has to be adapted to local markets (Cardel et. al, 1998).
否则，他们可能无法适应全球环境。在法国控制一家公司的方式可能与在中国控制它的方式不同。这个例子非常清楚地指出，领导方式必须适应当地市场。
5.4 How to form a global leader?如何形成全球领导者？
Some requirements for global leaders are that they have to be flexible, open and ethnocentric. They should also have the right background, which should feature an early international experience. This means for example an education from an international school with exchange programs and different teaching languages.
对全球领导人的一些要求是，他们必须灵活、开放和以种族为中心。他们也应该有正确的背景，应该有早期的国际经验。例如，这意味着来自国际学校的教育，有交换项目和不同的教学语言。
On the other hand there are statistics showing that 50% of the learning how to be a global leader takes place though work experience, 30% through interpersonal relationships with bosses, peers, subordinates and professional contacts and only 20 % through formal education and training. This statistics can be interpreted in ways that through the right training on the job, nearly every manager can become a global leader (Lobel, 2007).
另一方面，有统计数据显示，50%的学习如何成为全球领导者是通过工作经验进行的，30%是通过与老板、同事、下属和专业人脉的人际关系进行的，只有20%是通过正规教育和培训进行的。这一统计数据可以被解释为，通过正确的工作培训，几乎每个经理都可以成为全球领导者。
How the company develops global leaders is very important for the company’s success, because 80% of their education take place on the job and not through earlier education. Aside from the development of global leaders it is for sure that global leaders are very important for companies because when a company enters a new market, the leader has to be keen to know what employees in the new country are needed to be able to compete in this market. They have to balance global integration with the local responsibility (Mendenhall et. al 2003).
公司如何培养全球领导者对公司的成功非常重要，因为他们80%的教育都是在工作中进行的，而不是通过早期教育。除了培养全球领导者之外，毫无疑问，全球领导者对公司来说非常重要，因为当一家公司进入一个新市场时，领导者必须热衷于了解新国家需要哪些员工才能在这个市场上竞争。他们必须在全球一体化和地方责任之间取得平衡。
Global leaders have to learn themselves to integrate into a different social system. It is apparent that it is hard to find individuals that have all the right requirements to be good global leaders. Leaders should try to develop a global mindset. This means that they should be open minded, flexible and not egocentric.
全球领导人必须学会融入不同的社会体系。很明显，很难找到具备成为优秀全球领导者所有正确要求的人。领导者应该努力培养一种全球化的思维方式。这意味着他们应该思想开放，灵活变通，不以自我为中心。
A very radical approach to encourage the open mind of global leaders is to abandon managers with homeless people. After such an experience leaders are usually less selfish and more open to other life styles and cultures. A less radical method to encourage a global mindset is the establishment of cross-border teams or projects (Mendenhall et. al 2003).
鼓励全球领导人开放思想的一个非常激进的方法是抛弃那些有无家可归者的管理者。经过这样的经历后，领导者通常不会那么自私，对其他生活方式和文化更开放。鼓励全球思维的一种不那么激进的方法是建立跨境团队或项目。
6 Conclusion 结论
In a growing global market companies tend to meet challenges if they do not focus on developing their HRM. It is hard to see the financial gaining of HRM and therefore many companies tend to focus on other aspects that are easier to measure and see the results of. But when operating in a global market with subsidiaries all around the world, the focus on HRM is crucial in creating a united company that works towards the same goals and visions. This is not possible without a well developed HRM strategy.
在不断增长的全球市场中，如果公司不专注于开发人力资源管理，它们往往会面临挑战。很难看到人力资源管理的财务收益，因此许多公司倾向于关注更容易衡量和看到结果的其他方面。但是，当在全球市场上运营，子公司遍布世界各地时，对人力资源管理的关注对于创建一家朝着相同目标和愿景努力的联合公司至关重要。如果没有完善的人力资源管理战略，这是不可能的。
A big challenge of HRM is building a global corporate culture. This means that the mother company needs to set corporate values, beliefs, programs, structures and rules. On the one side, it should help the company to deliver a corporate view of the company to the public. On the other side, it should help the staff working for the multinational company in the whole world to easily identify with the company with the help of the global corporate culture.
人力资源管理的一大挑战是建立全球企业文化。这意味着母公司需要设定企业价值观、信念、计划、结构和规则。一方面，它应该有助于公司向公众传达公司的企业观点。另一方面，它应该帮助在全球范围内为跨国公司工作的员工在全球企业文化的帮助下轻松认同公司。
The main issue of the next challenge of HRM is to find good global leaders, this because they affect the whole company’s opportunity to expand globally. The managers are the ones that make decisions about activity in the new global areas. Is hard to develop good global leaders, and the HRM has problems to find effective education for them. The leaders not only have to have the right education but also the right background, to become successful.
人力资源管理下一个挑战的主要问题是找到优秀的全球领导者，因为他们影响了整个公司在全球扩张的机会。管理者是对新的全球领域的活动做出决定的人。很难培养出优秀的全球领导者，人力资源管理也很难为他们找到有效的教育。领导者不仅要有正确的教育，还要有正确的背景，才能取得成功。
All in all, focusing on only one of these prospective is not sufficient enough as they are linked together. MNC’s have to work on all of them to get a more effective HRM and a possible competitive advantage through this. HRM can be a tool to make the subsidiaries feel like a part of the global company, and work towards the same goals.
总而言之，仅仅关注其中一个前景是不够的，因为它们是联系在一起的。跨国公司必须致力于所有这些，以获得更有效的人力资源管理和可能的竞争优势。人力资源管理可以成为一种工具，让子公司感觉自己是全球公司的一部分，并朝着同样的目标努力。本站提供各国各专业essay格式范文，essay代写以及essay写作辅导，如有需要可咨询本平台。
