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1、201303考试批次英语商务通论结课作业学生姓名 xxx 学习中心 济南奥鹏 学号 xxx 专 业 商务英语 年级层次 专升本 二年级北京语言大学网络教育学院英语商务通论期末试卷注意：本学期所布置的结课作业，请同学一律按照以下要求执行：1) 提交截止时间：2013年3月17日23:59；2) 结课作业课程均需通过“离线作业”栏目提交电子版，学院不收取纸介的结课作业，以纸介回寄的作业一律视为无效；3）截止日期前可多次提交，平台只保留最后一次提交的文档，阅卷时以最后一次提交的结课作业为准，截止日期过后将关闭平台，逾期不交或科目提交错误者，按0分处理；4) 提交文档要求：提交的文档格式为doc、ra
2、r，大小10M以内；5) 必须严格按照每门课程的答题要求完成作业，没有按照学院要求来做的结课作业，将酌情扣分。论文写作请从以下五个题目中任选一个题目进行写作，具体写作规范如下：1、 The Apocalypses of Chinese Enterprise Management Given by the Inner Communication Experience in Foreign Enterprises国外企业内部沟通经验对中国企业管理的启示2、 The Strategies of the Exports of Chinese Agricultural Products Replying
3、 to the Technical Trade Barriers of Developed Countries中国农产品出口应对发达国家技术性贸易壁垒的策略3、 The Analyses of Developing Conditions and Countermeasures that Foreign Companies Invest Directly in China外商在华直接投资的发展状况及对策分析4、 The Comparative Apocalypses of the Corporate Cultures between China and America中美企业文化比较的启示5、
4、The Analyses of Management Strategies of the Multinational Company across the Culture跨文化视角下的跨国公司管理策略分析写作规范及要求：1、 从以上参考题目中择一作答，以英文完成写作。2、 字数要求在800-1000字之间，统一采用（xmm）页面，其中上边距.8cm，下面距2.5cm,左边距2.5cm，右边距2.5cm，页眉1.6cm，页脚1.5cm，装订线0.5cm字间距为标准，行间距为1.5倍行距，字体统一用5号Times New Roman.3、 论文的内容要与本专业所要求的知识和技能相结合，要求论述者阅
5、读一定量的英文和中文资料，能够对所有的资料进行合理删减、组织和编辑，掌握论文撰写的结构与布局。要求语言流畅，层次清晰，论点明确，论据充分。具有以下特性:1) 科学性:观点正确,论据充分可靠,结构合理,能反映出学生对本学科知识系统掌握的程度及其某一问题有较深理解很认识2) 实用性:选题应该具有现实意义和学术价值,应该体现出分析问题解决问题的能力水平3) 逻辑性:论证应该有力,层次应该分明,逻辑应该严密,结构应该完整合理4) 技术性:应该具有收集整理运用材料的能力,语言表达应该清晰准确,格式应该规范The Apocalypses of Chinese Enterprise Management G
6、iven by the Inner Communication Experience in Foreign EnterprisesAbstractInner communication is a necessary factor to promote an enterprise to get its goal. There are some obstacles prohibiting communication, which emerge three kind of communication dilemma in inner communication. Some foreign enter
7、prises solve the problems very well, which afford some apocalypses for Chinese enterprises. And Chinese enterprises should refer to these apocalypses to promote themselves, based on their own condition.Key words: inner communication foreign enterprise apocalypses Chinese enterpriseAn Enterprise whos
8、e target is to get the same goal, is an organization combined by rules and process. Whether the enterprise would take the goal or not is determined partly by how smooth and valid the enterprise inner communication is. Smooth and valid communication is benefit to information share and flowing, which
9、can improve work efficiently, and enhance the rationality of decision. In an enterprise, inner communication involves communication between up and down, parallel communication, and cross-communication. We can know about an enterprise inner communication specific forms as follows (Chart one): The com
10、munication between up and down involves General Manager to Vice Manager, Vice Manager to Department Manager, Department Manager to staff. Parallel communication involves Department A Manager to Department B Manager. Cross-communication involves Department A Manager to staff B(or Department B Manager
11、 to staff A), and staff A to staff B.In common logic, one should explain his point and let counterpart understand it firstly. Then, the counterpart decides whether he should accept it or not, based on some reasons. However, understanding is not the necessary condition for acceptance, in fact. At one
12、 hand, one can let others accept his view for some factors, such as power, interest, but the counterpart doesnt comprehend the view at first. At other hand, one lets the counterpart understand his point even let the counterpart believe it right, but the counterpart will not accept it consequentially
13、. Based on those, there are some blocks for communication. These blocks can be classified into four kinds based on “understanding” and “acceptance”. In communication between up and down, the Communication dilemma1 is the main form. Subordinate may not understand the superiors point, but the subordin
14、ate will accept it mostly for superiors power, by influence of company culture, and so on.In parallel communication, the Communication dilemma2 is the main form. Two sides locate similar manage level, and know about the situation of enterprise familiarly. So they can understand each other easily, bu
15、t they may not accept each others points consequentially, based on their own profits.In cross-communication, the Communication dilemma2 and Communication dilemma3 are main forms. The cause of Communication dilemma2 is similar with the parallel communication. What induces the Communication dilemma3 i
16、s the difference in background knowledge between each other, and lacking of direct commanding power.The goal of communication is acceptance, so the parallel communication and cross-communication may be changed to communication between up and down sometimes. But the dependence on terminate communicat
17、ion between up and down may reduce the work efficiency, and decline the work quality, which is an obstacle for development of an enterprise. The major of famous world enterprises have recognized these problems and the importance of inner communication. So they have constructed some worthy communicat
18、ion systems, which improve enterprises efficiency and promote enterprises into a higher level. Nevertheless, for influence of traditional culture and other reasons, Chinese enterprises have some drawbacks in inner communications, which induces intensified contradiction, complex relation, low efficie
19、ncy and so on. Then I will introduce some inner communication experience in foreign enterprises. Furthermore, find out flaws of inner communication in Chinese enterprises and how we can apply these apocalypses to practice.1 smooth and valid communication between employers and employeesIn some foreig
20、n enterprises, when some staffs are reluctant to communicate with managers face to face, they can choose double sided communication channels confidentially and contact who they want to communicate with, which improves efficiency of the communication between up and down. At the same time, periodic fe
21、edback will let the staffs realize that the managers are considering their points, which improves the staffs loyalty to the enterprise and strengthen a companys cohesion. These practices clear away the obstacles for communication between employers and employees. B&Q Company Easy Talk System, Motorol
22、a Speak out System, and IBM Thick Place Communication System are set out for this reason.B&Q set out free phone recording for 24 hours, by which staffs can reflect any problems to CEO. And HR will answer the calls, collect information and render to upper layer. Motorola Speak out Communication Syste
23、m is a secret double sided communication channels. If staffs comment on some question or suit somebody based on facts, the related persons must answer the complaint in three days, and the feedback information collected by an irrelevant person will return to the staffs. All of the processes must be l
24、imited in nine days.Influenced by Confucianism and Buddhism which emphasize tolerance and harmony, many Chinese staffs are used to obey the order of superiors. And the management appears “successful” apparently. Chinese enterprises lack of that kind of communication systems, described above. What ex
25、isted between managers and staffs is supervise relationship ignoring the advice from staffs and hearkening from managers, which induces communication invalidly, just nominally but not practically, and reduces the enterprises cohesion. This situation is communication dilemma2. As we know, solving eve
26、ry problem based on superiors power is really inefficient for the length of information channel and jar of delivery, especially in some big enterprises with complicated organization structure. What else? Just listen, just obey, just do what superiors order, which also eliminates the creation form st
27、affs and the staffs right. So the foreign enterprises experience of smooth and valid communication systems is really a typical apocalypse to Chinese enterprises. And Chinese enterprises must take caution about the communication dilemma2.2 Help staffs make a plan of individual developmentStaffs espec
28、ially newcomers often ask this kind of questions: What is the work content for my position? How much could be paid for this position? What shall I do in this position? How can get a promotion?In China, a big part of recruiters into enterprises must find these answers all by themselves from scratch,
29、which waste much precious time of staffs, and may also let staffs miss some opportunities easily. Lack of relative knowledge will also affect the enterprises inner communication, indirectly and make the inner communication more complex. Staffs are elements for an enterprise. An enterprise will act i
30、nefficiently, if its staffs lack of efficiency. Communication dilemma 2 and Communication dilemma 3 may will disturb the company.But some foreign enterprises, such as Ericsson Company, solve the problem appropriately. In Ericsson Company, every staff has a chance to communicate with HR. Through this
31、 communication, the superior helps staffs make a plan for individual development, to come up with, even exceed companys operation development. At the same time, Ericsson Companys HR Department makes a normative position instruction, which indefinites staffs duties and ensures staffs working goals fu
32、rthermore. And the department also evaluates the positions relative value, and establishes Payment and Welfare structure and policy, which displaces clear expectation for staffs. These method help staffs know about their position and enterprises more, which improve the efficiency and loose the commu
33、nication dilemmas above. A countrys culture impacts this diffident, partly. In western countries, individualism is a characteristic, which emphasize individual development. But in China, people respect collectivism very much. At the same time, ignore individual development. In collectivism ideology,
34、 the goal of group is more important than individuals. But we should know a group is composed by individual. An individuals goal is clear, so is the group.So Chinese enterprises should treat the apocalypse carefully!3 Talking System about DemissionStaffs demission is an inevitable for every enterpri
35、se. In China, what we mostly heard about demission is tangle and negative news, such as wage settlement, company detaining staffs private information and so on.In this area, American Select Mind Company has made an impressive model. In this company, managers regard demission employees as potential w
36、ealth for the company. They talk with staffs to deal with misunderstanding between them, to know about problems existing in the company, to improve enterprise management, to adjust application system and so on. All of these are benefit to enterprises long-term development and improvement. The enterp
37、rise is sincere to the staffs, so will be staffs.Although the staffs of demission dont belong to an enterprise, the method helps loose the communication dilemmas indirectly, especially the communication dilemma 1, which promotes the future of an enterprise inner communication.As I mentioned above, t
38、here are more contradiction than cooperation between enterprise and staffs, which express little harmony. So the apocalypse has special meaning for Chinese enterprises, which help they how to make use of the valuable resources and solve the inner communication problems.Conclusion:While foreign compa
39、nies communication patterns are straight and transparency, Chinese enterprises take an implicative pattern. While foreign companies emphasize free expression, most of Chinese enterprises emphasize respect for commanders. The diversities between foreign and Chinese enterprises represent that individu
40、al can express themselves more in foreign enterprises, but less in Chinese enterprises. In spite of these diversities, foreign enterprises communication system and structure improve the efficiency of staffs and enterprises, which Chinese enterprises dont have and should learn about. Then, Chinese en
41、terprises should construct an appropriate communication system to overcome those communication dilemmas and improve themselves. At the same time, because of the difference in culture background, Chinese enterprises would rather adjust plan of revolution, based on their own conditions, than copy the
42、foreign enterprises patterns directly.We are expecting the change of Chinese enterprises inner communication system, and the surprise of Chinese enterprises development and mature.Bibliography1 Zhang Hao The Revelation of Babel Tower-Talk about Enterprises Inner Communication from Sichuan Nonferrous
43、 Metals 1006-4079(2008)02-0042-032 Dongya Sun Cultural Integration Strategies Choice of Chinese Enterprises Multinational Acquisitions from Reformation & Strategy 1002-736X(2010)05-0172-04 3 Zhennan Xiao Talk about the Inner Communication Mechanisms Structure in Modern Enterprises from Northern Econ
44、omy (2007)034 Gao Zhuang and Wenyuan Xu Talk about Enterprise Inner Communication from Science &Technology Information (2010)055 Li Jun Research of Enterprise Inner Communication from China Academic Journal Electronic Publishing House (2006)126 Youli Guan Abstacle and Improve Measure of Enterprises
45、Inner Communication from Journal of Beijing Technology and Business University(Social Science) (2009)057 Da Long, Wu Xia and Guo Wei Multinational Corporations Inner Communication Combined with Chinese Enterprises from PR Magazine (2009)018 Stephen P. Robbins Management Eight Edition from TSINGHUA UNIVERSITY PRESS (2005)09
