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在今天的多元文化企业里,不同文化的融合成为领导者面临的最大挑战。 2004年12月7日,联想以17．5亿美元合约收购蓝色巨人的PC与笔记本电脑。从那些已经纷纷离职于联想的前IBM员工可以看出,文化差异问题不可回避。中国管理者更倾向于专权,他们不太习惯美国管理者和下属之间那种妥协关系。企业内还存在更多的决策层次,从而导致决策迟延。在强大官僚传统下,政府维持着联想的根基。IBM员工来自成熟的美国经济,这种经济环境有预期奖金,如果中国管理者减少或停发这种奖励,IBM的员工将拒绝继续工作;但是如果前IBM员工拥有联想的中国员工所没有的奖金,联想员工将会愤怒。
In today’s multi-cultural business, the integration of different cultures has become the biggest challenge for leaders. On December 7, 2004, Lenovo acquired Blue Giant’s PC and laptop with a $ 1.75 billion contract. From those former IBM employees who have already left Lenovo, we can see that the issue of cultural differences can not be avoided. Chinese managers are more likely to be privileged and less accustomed to the compromise between US managers and their subordinates. There are still more decision-making levels within the enterprise, resulting in delayed decision-making. Under a strong bureaucratic tradition, the government maintains the foundations of association. IBM employees come from a mature U.S. economy with prospective bonuses that IBM employees will refuse to keep working if Chinese managers reduce or stop the rewards; but if former IBM employees own the bonuses that Chinese employees in Lenovo do not have , Lenovo employees will be angry.