中美合资企业成立初始阶段的问题成因分析.docx

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 chaos 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-maker, 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 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 alignment 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 dynasty 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 difficulty to the general manated Nations in that its staff was composed of people from all over the woed 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 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 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 without 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 cultural 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 policies, 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 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 China, 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, immediately 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 Structure 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, and 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 the 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 employees 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 best-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 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 people 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 correct 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 and 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 situations 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 Peo