新西兰奥克兰作业代写 克莱斯勒

2020-06-04 05:17

关于Trompenaars的组织结构(中性vs.情感)，这是一个长期存在的问题。两家公司都在不同的文化环境中运作。谈到的情感文化理论可以作为德国人反映在合并过程中遵循一个非常正式的沟通方法,总是互相解决通过使用标题和姓氏显示传统的方法对通信实践而美国人跟着一个直接的方法解决的名字描绘情感文化的理论可以公开表达情感和自由的地方。此外，戴姆勒也没有料到克莱斯勒会遵循一种更加等级分明的结构，即每个级别的高管都有一个单独的餐厅。据同上所述，142名美国人在做生意时对结成广泛的联盟并不好奇。然而，德国人更喜欢与商业伙伴建立私人关系(同上，54)。所有这些差异可能导致了美国工人的不满情绪，他们认为德国人傲慢，而德国人可能认为他们的美国同事不听话、心胸狭窄。值得注意的是，许多管理思想矛盾的跨文化问题导致了戴姆勒-克莱斯勒合并的失败。琐碎的商业事务，如在文化敏感性研讨会上花费大量的金钱，有助于改变管理观点，业务执行中的缺陷仍然没有被打破，这导致了组织之间的负面联系的演变。美国人反驳了戴姆勒将他们的企业文化强加给他们的做法。因此，整合策略的不完善和文化上的分歧使得商业提案令人反感，从而导致了戴姆勒-克莱斯勒的破产。
新西兰奥克兰作业代写 克莱斯勒
 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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