MBA essay代寫案例：Multinational Companies MNC
MBA essay代寫范文-跨國公司MNC，本文是一篇由本站代寫服務提供的essay代寫范文，主要內容是講述在在一個不斷增長的全球市場，公司往往會遇到挑戰，如果他們不專注于發展他們的人力資源管理，很難看到人力資源管理的財務收益。本篇essay指出全球市場上與世界各地的子公司合作時，對人力資源管理的關注對于創建一個朝著相同目標和愿景工作的統一公司至關重要，人力資源管理的一大挑戰是建立全球化的企業文化。本篇essay揭示人力資源管理下一個挑戰的主要問題是找到好的全球領導者，這是因為他們影響整個公司在全球擴張的機會。本篇essay的研究人員發現，關注這些前景中的一個是不夠的，因為它們是聯系在一起的。跨國公司必須在所有這些方面努力，以獲得更有效的人力資源管理，并通過這一點獲得可能的競爭優勢。以下就是這篇MBA essay代寫案例的具體內容，供參考。
1 Introduction 簡介
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.
在過去的幾年里，跨國公司在日常業務中不得不面臨一些新的挑戰。全球化改變了全球參與者的許多事情。通常情況下，典型跨國公司的結構顯示出對其主要資源和部門的關注，如財務、技術、營銷、銷售和生產。這是因為他們希望擁有大量的客戶，也希望獲得良好的利潤。
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.
但如果他們忽視了全球化帶來的這些新挑戰，他們可能就不會再成功了（Mendenhall et al.，2003）。跨國公司必須應對的一大挑戰是其勞動力的多樣性。多樣性是指兩個人或兩個人以上之間的任何差異。
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).
這些差異可能存在于年齡、性別、種族、教育、社會地位和其他方面。為了管理這種多樣性，跨國公司必須實施戰略，將所有員工團結成一支充滿活力的勞動力隊伍。
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).
由于這種巨大的多樣性，跨國公司成功的關鍵因素之一是招聘和選擇具有寶貴個性的勞動力。這些人正在形成一個組織的價值觀和信念。
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.
這種多樣性的管理是人力資源管理的一個挑戰。在本文中，我將重點討論跨國公司如何提高其人力資源管理，使其公司在管理多樣性方面保持成功。如果沒有有效的人力資源管理，很難成為全球市場的主要參與者。
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).
全球人力資源管理面臨兩大挑戰，即建立全球企業文化和培養全球領導者，這兩大挑戰必須掌握，才能管理多樣性并在全球商業環境中取得成功。
2 Enhancing global business strategy 加強全球商業戰略
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，越來越多的公司在國際上擴大業務，或者已經成為現有的全球參與者。這需要新的戰略。如果人力資源管理采取與企業戰略相一致的真正全球化戰略，它可以為企業的成功做出很大貢獻。
2.1 Tasks of an international HRM 國際人力資源管理的任務
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.
人力資源管理必須制定流程和政策，使人們能夠學習在全球商業環境中成功競爭所需的新技能。一個真正國際化的人力資源管理還包括將人員從一個國家輕松轉移到另一個國家的能力。隨著公司變得越來越全球化，他們需要具有全球經驗的有才華的經理。
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).
這些人還需要協助建立國際工作隊和工作隊。在招聘過程之外管理與國際派遣相關的行政細節是一個復雜的問題。因此，對文化差異和可能的障礙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).
人力資源管理需要制定政策、流程和行政議程，這些政策、流程必須標準化，并在所有地點實施。盡管各國的做法可能有所不同，但公司需要其子公司的一些共同標準，這些標準在戰略上與組織的使命相一致，例如高級管理層在評估、薪酬和發展方面的全球標準。有了這種人力資源，組織可以以當地適應的方式創造社會資本，并在戰略實踐的全球化和本地化之間發揮緩沖作用。
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.
一家在實施和創建全球人力資源管理方面處于領先地位并能夠完成所有這些任務的公司可以開發戰略資源，這很難快速模仿，而且成本高昂。
2.2 The mission of international HRM 國際人力資源管理的使命
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.
當一家公司決定走向全球時，它這樣做是為了創造獨特的競爭優勢，這在國內市場是不可能的。因此，它必須調整其戰略，以確定新的目標和實現這些目標的措施。組織為保持競爭力而采取的商業戰略應與其人力資源部門共同制定（Lengnik-Hall等人，1988年；Schuler等人，1984年；Tichy等人，1982年）。很明顯，從地方到全球的轉變對人力資源管理中使用的技術產生了影響。
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).
通過在特派團中落實人力資源問題，這將有助于加強全球業務戰略。使命可以定義為組織存在的原因。組織的目的是使命的核心，但它也由組織信念、價值觀和業務定義組成。
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).
從戰略角度來看，人力資源實踐應根據其組織的使命、目標和目的，最大限度地提高員工的效率。
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).
當任務對員工來說是一致的和有吸引力的時，它可以成為激勵的來源，并在組織成員之間建立情感紐帶，這也可以導致與任務相關的更好的績效（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.
在一個全球性的組織中，很難創建一個將來自世界各地的人聯系在一起的使命，因此，在創建一個全球性使命時，咨詢并將人力資源問題納入其中至關重要。
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.
世界各地的企業在處理人力資源管理方面有著非常不同的方式，因此，在試圖減少國內和國際人力資源之間的差異時，這有助于使子公司朝著相同的目標努力。該使命概述了指導戰略選擇的基本原則，如果它有關于如何處理不同人力資源問題的指導方針，不同的子公司將使用有點相似的人力資源管理。
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).
為了能夠將人力資源與全球戰略的制定和實施相結合，組織的高級成員和最高管理層需要促進人力資源問題，并在制定和實施階段努力解決這些問題。
Collaboration among employees in MNC’s跨國公司員工之間的合作
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.
員工行為可能是跨國組織必須應對的最關鍵的挑戰。在跨國公司中，由于其個性的多樣性，存在著巨大的沖突潛力。因此，員工之間會出現緊張關系。
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.
盡管這些緊張關系是跨國公司固有的，也是可取的（Kilmann，1985），但它們需要提高合作水平。因此，一個組織必須使其員工能夠接受緊張局勢，并像一家公司一樣行事。
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，在許多大型跨國公司中，員工往往專注于筒倉。他們認為自己的會員資格和忠誠度屬于組織中的某個子單位。因此，他們的行為方式有利于其子部門，但可能對整個組織不利。這種思維當然會促使員工更加努力地協調和合作，以建立一個成功的組織。
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.
以筒倉為中心的思維方式可能會產生許多問題。單位領導之間的個人沖突阻礙了單位之間的合作，資源可能相互截留，不同單位之間的溝通不足導致對整個組織缺乏信任。根據Sy和D’Annunzio，筒倉集中行為有兩個主要原因。
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，大多數員工在其整個職業生涯中都居住在同一職能部門（通常是職能部門內的同一單位）。他們總是和同一個人一起工作，可能從來沒有機會和組織的其他成員一起工作。其次，與線條結構簡單的小公司相比，結構復雜的跨國公司需要更高程度的合作。大多數情況下，員工還沒有發展出這種高度協作所需的社交技能。
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，傳統層級組織中的“指揮和控制”思維在復雜的跨國公司中被簡單地顛覆，在那里它注定會失敗。因此，緩解孤立行為的可能措施是提供社交技能培訓，明確對組織中行為的期望，跨職能部門工作以了解不同的觀點，最重要的是在不同單位的員工之間建立關系。
Diversity in MNC’s跨國公司的多樣性
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).
作為一家在全球市場工作的跨國公司，它必須做好檢測全球環境中所有可能變化的準備，并且必須能夠與這些變化進行溝通并調整公司的身份。
4.1 Cultural diversity 文化多樣性
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，文化多樣性在公司中發揮著重要作用。歧視這些群體的標準包括種族、地理出身、民族、性別、年齡、功能或教育背景、身體和認知能力、語言、生活方式、信仰、文化背景、經濟類別、在組織中的任期和性偏好。
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慮文化在所有過程中的影響，就無法向客戶提供高質量的產品或服務。員工通常認為他們的行為對最終的產品或服務沒有任何影響，但為了有效，每個部門都必須對公司有清晰的愿景和明確的使命。
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).
社會、政治和企業結構取決于公司中的每個人，因此內部領域和人力資源是公司最重要的領域之一，必須與公司其他部門一起開發，以實現其目標。
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).
由于對不同文化、語言和歷史背景的誤解和忽視，導致了跨國經營領域的災難。為了避免這種情況，了解另一個國家的文化和歷史是至關重要的。因此，一般的文化知識，如果加上偏見和預先判斷，是有效全球管理的障礙。
4.2 Communication and language barriers 溝通和語言障礙
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.
文化背后的一個重要挑戰是語言障礙。溝通對管理至關重要。然而，溝通依賴于共同的語言，這是許多國際商業環境中不存在的先決條件，也是問題開始的時候。工作中語言障礙最明顯的表現是跨國母公司與其國際子公司網絡之間的關系。
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).
有幾個因素導致難以實現和維持有效的溝通和富有成效的合作關系。即使員工對另一方的語言相對熟練，修辭技巧的喪失也總是存在的，因為幽默、象征、敏感、談判、說服和動機的使用需要非常高的流利程度。
5 Managing diversity in MNC’s through HRM 通過人力資源管理管理管理跨國公司的多樣性
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.
管理跨國公司員工的多樣性，建立全球性的企業文化是人力資源管理面臨的挑戰。認同公司的企業文化是員工最重要的事情。這就是為什么建立全球企業文化是跨國公司面臨的最重要挑戰之一。
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.
但跨國公司的管理也在發生變化。需要全球領導人。這種全球領導者的形成也是人力資源管理的一部分。
5.1 Need for global corporate culture 對全球企業文化的需求
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).
多年來，全球企業內部的情況一直在發生變化。根據東方世界的廉價勞動力和其他因素，跨國公司從未有過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)
與來自不同文化的人打交道時的文化同理心、誠信和舒適性，以及有效的表現，突出了從相關文化角度思考和行動的必要性。這并不意味著今天的管理者必須詳細了解其他國家的文化和歷史背景。相反，這意味著全球管理者需要以開放的心態思考和行動，并對國內外的事件做出社會反應
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.
為了能夠在全球市場和行業中高效工作，建立企業商業文化非常重要。企業文化可以通過召集在跨國企業工作的眾多不同員工所代表的幾種不同文化來解釋（Mendenhall等人，2003）。正如“跨國企業”一詞已經表達的那樣，公司正在全球化，許多不同文化的人為這家公司工作是很常見的。
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，每種文化都有自己的方法、價值觀、信仰、習慣、語言等等。全球化組織的運作離不開領導層的干預，以創造全球化的企業文化。這就是為什么跨國公司必須提供全球企業文化中設定的企業價值觀、信念、方法、習慣和工作流程。
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).
當然，尊重當地文化是必要的，因為如果一個組織不尊重當地文化，員工就不會滿意，也永遠無法認同他們工作的公司。
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.
從前有所謂的殖民主義領導方式。殖民主義可以理解為帝國列強對海外殖民地的控制。外國勢力統治著一大群人，外國勢力利用殖民地獲取財富，并擁有比殖民地人民更先進的技術。換言之，總部和最高管理層將工作委托給員工并控制產出。這已經不可能了。
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).
他們必須創造明確的全球企業價值觀。這些企業價值觀有助于改善員工隊伍和工作流程，因為全世界的員工都能認同總部和所有其他子公司的愿景和價值觀、企業文化。
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).
全球企業文化應有助于創建一種尊重當地文化的標準化文化，使跨國公司在外部擁有獨特的企業形象。這種全球企業文化應該包括其所有價值觀、對客戶、供應商、股份和股東的某些行為、工作流程、溝通方法和團隊形成習慣。
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，在全球企業文化中，建立合作必須引起重視。該公司表示，除非董事會不反映其運營所在的國家和地區，否則該公司不可能全球化。董事會必須關注并尊重一家公司的所有文化。所有召集文化的所有這些不同標準都必須適應公司的全球企業文化。
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.
埃森哲對美國、英國、法國、德國、意大利、西班牙、日本、加拿大和中國的900名高管進行了調查。這些高管被要求確定建立全球公司的最大挑戰。埃森哲想從這些高管那里了解的另一件事是，如果有收據，跨國公司如何在日益全球化的市場上取得成功。
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.
這個問題的結果是，他們發現他們最關心的是在世界各地維持共同企業文化的能力。這意味著，一半的受訪者高管認為，他們的公司已經準備好在這個日益全球化的市場上取得成功。跨國公司在許多文化中保持其核心價值觀和企業身份變得非常重要。
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，這個行業變得以知識為基礎。同樣重要的是了解某些國家的當地習俗和經商方式。跨國公司需要有能力為客戶和客戶提供有效的服務。因此，在開始在公司中建立全球企業文化之前，他們必須學習許多關于如何與外國及其文化打交道的知識。
5.2 Developing global leaders 培養全球領導者
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).
在這段時間里，管理者的含義發生了變化。在一個不斷變化的世界里，培養全球領導者是很重要的。如今，商業在一個更大的領域工作，在比幾年前更不同的文化中工作。公司越是追求全球戰略，就越需要全球領導者。如何尋找和培養未來的全球領導者已成為全球公司人力資源管理的一項任務。
5.3 Why global leaders?為什么是全球領導者？
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.
對于整個公司來說，領導者和高管團隊擁有正確的技能并做出正確的決定是很重要的。領導人應該具有全球經驗。如果他們沒有國際經驗，他們就有可能錯誤地處理工作任務。他們在與來自其他文化的新員工溝通時也會遇到問題。全球領導人必須正確解讀他們的市場。這意味著不可能在不同的國家以同樣的方式銷售同樣的東西。
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).
必須對不同的要求進行分析。因此，人力資源管理必須根據他們工作的國家進行調整。領導模式必須有所不同，因為關系、短期利潤、等級制度、道德和風險等變量的重要性因文化而異。
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.
《國際并購的文化維度》一書表明，領導者根據個人經歷和民族文化建立結構和控制機制。因為他們對公司的戰略有很大的影響，所以公司擁有受過良好教育的全球領導者是很重要的。
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).
否則，他們可能無法適應全球環境。在法國控制一家公司的方式可能與在中國控制它的方式不同。這個例子非常清楚地指出，領導方式必須適應當地市場。
5.4 How to form a global leader?如何形成全球領導者？
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.
對全球領導人的一些要求是，他們必須靈活、開放和以種族為中心。他們也應該有正確的背景，應該有早期的國際經驗。例如，這意味著來自國際學校的教育，有交換項目和不同的教學語言。
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，有統計數據顯示，50%的學習如何成為全球領導者是通過工作經驗進行的，30%是通過與老板、同事、下屬和專業人脈的人際關系進行的，只有20%是通過正規教育和培訓進行的。這一統計數據可以被解釋為，通過正確的工作培訓，幾乎每個經理都可以成為全球領導者。
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).
公司如何培養全球領導者對公司的成功非常重要，因為他們80%的教育都是在工作中進行的，而不是通過早期教育。除了培養全球領導者之外，毫無疑問，全球領導者對公司來說非常重要，因為當一家公司進入一個新市場時，領導者必須熱衷于了解新國家需要哪些員工才能在這個市場上競爭。他們必須在全球一體化和地方責任之間取得平衡。
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.
全球領導人必須學會融入不同的社會體系。很明顯，很難找到具備成為優秀全球領導者所有正確要求的人。領導者應該努力培養一種全球化的思維方式。這意味著他們應該思想開放，靈活變通，不以自我為中心。
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).
鼓勵全球領導人開放思想的一個非常激進的方法是拋棄那些有無家可歸者的管理者。經過這樣的經歷后，領導者通常不會那么自私，對其他生活方式和文化更開放。鼓勵全球思維的一種不那么激進的方法是建立跨境團隊或項目。
6 Conclusion 結論
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.
在不斷增長的全球市場中，如果公司不專注于開發人力資源管理，它們往往會面臨挑戰。很難看到人力資源管理的財務收益，因此許多公司傾向于關注更容易衡量和看到結果的其他方面。但是，當在全球市場上運營，子公司遍布世界各地時，對人力資源管理的關注對于創建一家朝著相同目標和愿景努力的聯合公司至關重要。如果沒有完善的人力資源管理戰略，這是不可能的。
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.
人力資源管理的一大挑戰是建立全球企業文化。這意味著母公司需要設定企業價值觀、信念、計劃、結構和規則。一方面，它應該有助于公司向公眾傳達公司的企業觀點。另一方面，它應該幫助在全球范圍內為跨國公司工作的員工在全球企業文化的幫助下輕松認同公司。
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.
人力資源管理下一個挑戰的主要問題是找到優秀的全球領導者，因為他們影響了整個公司在全球擴張的機會。管理者是對新的全球領域的活動做出決定的人。很難培養出優秀的全球領導者，人力資源管理也很難為他們找到有效的教育。領導者不僅要有正確的教育，還要有正確的背景，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.
總而言之，僅僅關注其中一個前景是不夠的，因為它們是聯系在一起的。跨國公司必須致力于所有這些，以獲得更有效的人力資源管理和可能的競爭優勢。人力資源管理可以成為一種工具，讓子公司感覺自己是全球公司的一部分，并朝著同樣的目標努力。本站提供各國各專業essay格式范文，essay代寫以及essay寫作輔導，如有需要可咨詢本平臺。
