中美合资企业成立初始阶段的问题成因分析.docx

1、中美合资企业成立初始阶段的问题成因分析 摘要 :本文通过案例 , 具体分析了在中美合资企业成立初始阶段 ,公司高层管理者所面临的可能发生的各种问题的成因 ,从而为研究创新性的解决方案提供思路和启迪。 下载 关键词 :合资企业 初始阶段 总经理 中层管理者 问题成因 基金项目 :辽宁省教育厅 2009 年度高等学校科研项目计划 2009B036 1. Introduction At the beginning of the establishment of a joint venture, management of both sides may face difficulties and ch

2、aos within the new alliaal behaviors, industrial practices, structures, business plans, strategies, rve as a useful hint for developing applicable solutiGeneral management has responsibility for a whole organizational uger normally has to carry out several key roles, including roles of a decision-ma

3、ker, an internal integrator, an external integrator, and information mana deal of difficulties, especially during the beginning period of a joint venture in Chding company, the difficulties to the general managers are primarily caused by cultural differences, troubles with external integrating, and

4、interest conflicts between the joint ventures and pare At the beginning period of Sino-US joint venture with US side as the holding company in China, most managers for key positions are appointed by US Headquarute to better communication and organizational learning, and earlier realization of alignm

5、ent with standard managemle. Mr Guo, from Singapore, was appointed to be the first General Mandiary of the US company for many yeth him some of his old favorite subordinates to the new joint ventl Merchandising, formula control manager, etc, were all from Singap saying ?C Every emperor fills his dyn

6、asty with his own followtism was affecting the newly established joint venteral Manager of the local (plastics) factof Administrate job of handling logistgs relationships and influed the first diff iculty to the general manated Nations in that its staff was composed of people from all over the woed

7、States, the engineering manager was from Germany, the factory accounting manager was from India, the training manager was invited from South Africa, coordinate among these people brought about the second difficulty to the General Manaat the American production managers strong -headed characteristics

8、 conflicted with the Singapore General Managers eagerness of weaving his personal relationscommittee had once been a big gossip topic among employxternal Integrator As an external integrator, General Manager has to take care of the boundary conditions of the joint venting opportunities, managing the

9、 expectation of the shareholders, and preserving the organizations freedom of actmong the biggest headaches that the general manager had when fulfilling the role of external integraal electricity company was in charge of that areas electricity supexperienced several times of electricity shutdown wit

10、hout notice beforehhe embarrassment, including having meetings, negotiations, and even debates with personnel from the electricity company, making reports and applications, following the issue up, embarrassment was shaken difficulties in communications and differences in industrial practices and cul

11、tural behavienvironment that the joint venture had to protted in recently years, the General Manager had to negotiate with the neighborhood on relevant issues, such as the future environmental prospect in this area after the commencement of production, the pollution reduction methods, compensation p

12、olicies, nd Parents Whats the most difficult of all, the general manager is supposed to handle contradictories between two parents or between the parent and the joint ventole conflicts when different market objectives are involence of handling such situations will not perceive the conflicts inherent

13、 in them to be so much of a probto their advantage to secure more autonomy for the venture under their chain Child and Faulkner (1998) is embodied by the following csetting-up period and on the right trail, it exported 50 percent its products to Philippines, Thailand, South Korean, and Jashed in Chi

14、na, it formed a wholly owned enterprise in another country in Aport from China to the country of that wholly owned enterprise was to be called into ve retailers channels, and the profit from export to that country occupied 10 percent of the companys total proown of production, and therefore, immedia

15、tely incurred severe opposition from the joint venture and even the local governmue exporting to that country a special kind of product that could be produced only by the specially designed equipments in the factory in Ch production amount were retair on given consent to by the US Headquar 3.1 Struc

16、ture Change When the joint venture was established, the first priority was to build organizational structaditional Chinese company, which had completely different organizational system from the Amerities that had to be carried out, such as production, finance and accounting, marketing, logistics, an

17、d personstruct The heads of these departments had to be responsible not only to the general manager, but also to each correspondent department in the Headquarthe old structure and the one adopted by the new joint vent The heavy bureaucratic structure of the joint venture confused many employees at t

18、he beginn to dual leaderst sure where to get help with various problems in their new jobs except to talk with their old boss, Mr. Wang continuouYoung Generation One of the human resource strategies of the American parent company was to prepare young talents for its future developmd, many young emplo

19、yees were granted tremendous opportunities to promotion and train 21st century in China, job improvement largely depended on a persons competence, and years of services; training opportunities, especially those given in places in US and Europe were very rare, and usually were granted only to the bes

20、t-performers as prizes to their long time service and loyace to the young generation, made some senior employees emotionally unbalanced and misunderste Chinese mangers in the joint venture, it was easily for them to identify young peoples talents and ability without the interruption of language fac

21、to believe that if a young person could communicate with them excellently with beautiful English pronunciation, he/she was competent for the aimed le for various key positions were important factors causing disagreements and disputes inside the joint vent Since the team of managers was composed of p

22、eople from various nationalities, factional strife was particularly severe in the joint venture at the beginning peren the purchasing manager from Singapore and production manager from US. In late 2005 and early 2006, there were many times of production stoppages due to the lack of continuous correc

23、t material supf the two departments used to pinpoint each ott the delay of delivery was the result of manipulation of the general mana department and quality-technology department, and between production and saiscordances within newly established joint venture could seriously affect progress plan an

24、d time schedg: Job is easier than personnel relationscts and disagreements at the start-up period may gradually disapps in strategic, operational, human resources, and cultural dimensions, and relevant training policies in the process of dealing these problr is a supposed case designed based on situ

25、ations of some Sino-US joint ventures in ChSino-US joint ventese Economists Society and Beijing International MBA Programmes at Peking University , Companys Management Structure: Practices of China & Experience of US, the Publisher of China Peoples University, First Edition 2000 State Council, Law o

26、f Sino-Foreign Joint Venture, China Politics and Law University, 2000 Ze Xi, Cultural Differences between Orient and Occident, Citic Publishing House, 2001 Lin Xin, Merger & Acquisition and Competition System, China Social Science Publishing House, 2001 Gan Huaming & Xu Lidong, Negotiation, China In

27、ternational Broadcasting Publishing House, 2001 Child, J. & Faulkner, D. Strategies of Cooperation, Oxford University Press, 1998 Robert M.Grant Contemporary strategy Analysis, Blackwell Publishers Management a Strategic Introduction, Black well, 1999 Redman & Wilkinson, Contemporary Human Resource Management, Finance Times & Prentice Hall, 2001 Editing Department of Tire Information, Tire Information Magazine 1988-1998, China Rubber Industry Association (责任编辑 :梁天梅 )