Establishing an ECL Culture in China : Organisational Difference or N…
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레포트 > 사회과학계열
中國에서 ECL문화 구축 : 조직적 차이 또는 국가적 차이?
Organisational Difference or National Difference? 중국에서 ECL문화 구축 : 조직적 차이 또는 국가적 차이? In the 1980s to 1990s, China had emerged as one of the most promising host countries for foreign direct investments in South-east Asia. Multinationals were attracted by the size and diversity of the marketplace, and were eager to build a successful and appropriate organisational infrastructure that helped to capture business opportunities. Electronic Communications Ltd(ECL) was no exception. The company had decided to make China its second home and to seek common prosperity with Chinese people. ECL knew that there were major gains to be made, but there were also risks and challenges. One of these was the management of cultural differences. An essential question facing the management was whether they should adapt ECLs management practices to the Chinese culture, or whether they should instead implement ECLs global management policies in China. 1980 년대에서 1990년대에, 중국은
1980 년대에서 1990년대에, china(중국) 은
Establishing an ECL Culture in China : Organisational Difference or National Difference? 해석
Organisational Difference or National Difference?
Establishing an ECL Culture in China : Organisational Difference or National Difference? 해석
1980 년대에서 1990년대에, 中國은 동남아시아에서 해외 직접 투자를 하고자 하는 유망한 투자 유치국 중 하나로 부각되어 왔다. Electronic Communications사 (이하 ECL) 도 예외가 아니었다
In the 1980s to 1990s, China had emerged as one of the most promising host countries for foreign direct investments in South-east Asia. Multinationals were attracted by the size and diversity of the marketplace, and were eager to build a successful and appropriate organisational infrastructure that helped to capture business opportunities. Electronic Communications Ltd(ECL) was no exception. The company had decided to make China its second home and to seek common prosperity with Chinese people. ECL knew that there were major gains to be made, but there were also risks and challenges. One of these was the management of cultural differences. An essential question facing the management was whether they should adapt ECLs management practices to the Chinese culture, or whether they should instead implement ECLs global management policies in China.
Organisational Difference or National Difference?
china(중국) 에서 ECL文化 구축 : 조직적 차이 또는 국가적 차이?
In the 1980s to 1990s, China had emerged as one of the most promising host countries for foreign direct investments in South-east Asia. Multinationals were attracted by the size and diversity of the marketplace, and were eager to build a successful and appropriate organisational infrastructure that helped to capture business opportunities. Electronic Communications Ltd(ECL) was no exception. The company had decided to make China its second home and to seek common prosperity with Chinese people. ECL knew that there were major gains to be made, but there were also risks and challenges. One of these was the management of cultural differences. An essential question facing the management was whether they should adapt ECLs management practices to the Chinese culture, or whether they should instead implement ECLs global management policies in China.
순서
다. 다국적 기업들은 中國 시장의 규모나 다양성에 관심을 가졌고, 사업 기회를 잡는데 도움이 되는 성공적이고 적절한 조직 인프라(사회 기반 시설)를 건설하기를 간절히 원했다.
