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1、浅论WhatarethemostimportantculturedifferencesandelemAsmingofthemindembersofonecategoryofpeoplefromanother.'(Hofstede,1991)Itisinevitablethattheculturaldifferencehasimpactonbusiness.Forexample,eeting,theericanEnglishthatmeanstoputsomethingontheagenda.ButinBritishEnglishitmea
2、nstoputsomethingofftheagenda.Thisexampleindicatedhoensionsthat,Masculinity,andrecentlyHofstedeaddonemore:long-term-short-termorientation.alaysia,Japan,China,India.Intheoriental,poilyculture'(Trompernaars,1993:139).Inthiskindofcorporateculturethemanagerislikethe"caringfath
3、er".Thesubordinatesalthemanagers.Becauseofthemanagersageandexperience.Thatisusuallyhoployeesgettheirpromotion.Therearebothpositiveandnegativepartsinthefamilycultures.Ifeelitisaneasymanagingsystem.Butsometimeitishardtogetyoungcreativeemployeesenaars(1993:142)toldus"familyc
4、ultureattheirleasteffectivedraintheenergiesandloyaltiesofsubordinatestobuoyuptheleader."Soinfamilyculture,thepoenon.Thereis'theEiffelTopernaars,1997:166)intheinternationalmanagement.AbouttheEiffeltopenaars(1993:148)toldus"Itshierarchyisverydifferentfromthatofthefamily.Eac
5、hhigherlevelhasaclearanddemonstrablefunctionofholdingtogetherthelevelbeneathit."German,AustrianhavethecharacteristicoftheEiffelToployeesholdmuchlessauthoritarianvaluesthanlothesubordinatestothesuperiorsisnotasmuchastheorientalployeecanhavedifferentopinion.Thisisagoodthing
6、usuallypanymayexploreallthepotentialsofitsemployees,becausesometimethesubordinatesmayhavethebetterideaofthebusiness.Ithinkbecauseofthedifferentrealizationofpoisunderstandingmustbeemergedoreinterculturesmeetup.Underthissituation,theinternationalmanagersmustpayattentiontoth
7、eclashesandbeaorecooperativelyisimportanttoo.Andthenthereisalsoalargediscrepancyontheuncertaintyavoidance.(Hoecklin,1995:31)defined'Uncertaintyavoidanceisthelackoftoleranceforambiguityandtheneedforformalrules.'Thatmeanspeopletryingtosetuprulestofacetotheuncertainty.Therei
8、shighuncertaintyavoidanceinmostorientalcountriessuchasJapan,China.Inthesecountries,peopleprefera
