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【Abstract】With the advent of economic globalization， contact of the world economy is close increasingly. Multinational management promotes economic growth and prosperity. But differences on politics and culture have influence on development. In recent years， cross-cultural management has become important issue and impacts the construction and development of enterprises. This study analyzed cross-cultural management mechanism of Euro-American enterprises in China based on four-force model， which could provide reference for the development of multinational enterprises.
【Key words】cross-cultural management； four-force model； Euro-American enterprises in China； mechanism
In recent years， Euro-American investment enterprises and joint ventures gradually prevailed in China. They enhance economic exchanges and cooperation and achieve the win-win. However， culture differences have inevitable influence to their development. They should establish the cross-cultural management system for the long-run development.
1. Culture differences between Chinese and western
Chinese traditional culture has a long history， and exist differences with the western. Firstly， on the interests pursuit， the former pay attention to indifferent to fame and wealth， while the latter is economic benefits. Secondly， on relationship， the former is particular about moderation in all things and content with status， while the latter advocates competition and adventure spirit. Thirdly， on expression， the former is generally reserved and tactful， while the latter is straightforward. Fourthly， on status， the former has the hierarchy and ethical system for a long time， while the latter is more emphasis on equality， freedom and human rights.
2. Necessity of cross-cultural management
Due to the obvious cultural differences between Chinese and Western， it inevitably causes some conflicts， leading to difficultly achieve the management result.
2.1 Difficult fusion between Chinese and western values
Differences on culture and education make internal values differences， which directly affect the unified management and goals.
2.2 Inflexible culture management system
Some multinational enterprises have begun to pay attention to culture construction， but still exist deficiencies due to lacking practical experience. Some directly copy the original system and have no research on local culture， which lead to implement system difficultly， and affect the internal harmony and stability. 2.3 Lack of culture communication
Communication of many enterprises is only limited to work and mostly official， lacking something deep about values and feeling. It likes procedure cope， having to communicate， rather than active invitation.
3. Suggests on cross-cultural management
3.1 Establish diversified culture
The enterprises should pay more attention to culture communication to keep pace with the times. They should analyze the directors， objective environment and Chinese culture to shape enterprise spirit and ensure operability and feasibility of goals. They must abide by local etiquette and ethics， take it as the subject and into the western culture， and strive to the culture fusion.
3.2 Strengthen execution
Although enterprises take Chinese culture as the main， many Chinese enterprises lack scientific and rigid management and execution system， so they should adopt more scientific management to guarantee the practice， such as introducing more monitoring system and establishing certain department， strict and scientific assessment on produce， sales， finance， rewards and punishments.
3.3 Focus on culture fusion
Culture and staff behavior interact with each other. Therefore， they should fully respect personal opinion， create harmonious atmosphere， and encourage solidarity and collaboration. Strengthen the diverse and inclusive culture to reduce conflicts. Encourage employees from different culture to participate， constantly updated concept and eliminate barriers through the culture exchange and collision.
Conclusion： If the Euro-American enterprises want to have better survival and development in China， they need further establish a diversified， harmonious and adaptive local culture to fully adapt to local environment and implement long-term interests.
Reference：
[1]Kang Wei，Zhou Jianbo，Qi Zhongying.Study on multinational corporations culture strategy in China[J].China Soft Science， 2005，10：125-131.
[2]Chen Honger，Sun Weifang.A summarization of cross-cultural management based on multinational company operation[J].Journal of Hubei University of Economics，2007，04：23-27 81.
[3]Chen Fangyuan.Foreign-funded enterprises in China cross-culture management research[D].Guangdong University of Technology，2011.
【Key words】cross-cultural management； four-force model； Euro-American enterprises in China； mechanism
In recent years， Euro-American investment enterprises and joint ventures gradually prevailed in China. They enhance economic exchanges and cooperation and achieve the win-win. However， culture differences have inevitable influence to their development. They should establish the cross-cultural management system for the long-run development.
1. Culture differences between Chinese and western
Chinese traditional culture has a long history， and exist differences with the western. Firstly， on the interests pursuit， the former pay attention to indifferent to fame and wealth， while the latter is economic benefits. Secondly， on relationship， the former is particular about moderation in all things and content with status， while the latter advocates competition and adventure spirit. Thirdly， on expression， the former is generally reserved and tactful， while the latter is straightforward. Fourthly， on status， the former has the hierarchy and ethical system for a long time， while the latter is more emphasis on equality， freedom and human rights.
2. Necessity of cross-cultural management
Due to the obvious cultural differences between Chinese and Western， it inevitably causes some conflicts， leading to difficultly achieve the management result.
2.1 Difficult fusion between Chinese and western values
Differences on culture and education make internal values differences， which directly affect the unified management and goals.
2.2 Inflexible culture management system
Some multinational enterprises have begun to pay attention to culture construction， but still exist deficiencies due to lacking practical experience. Some directly copy the original system and have no research on local culture， which lead to implement system difficultly， and affect the internal harmony and stability. 2.3 Lack of culture communication
Communication of many enterprises is only limited to work and mostly official， lacking something deep about values and feeling. It likes procedure cope， having to communicate， rather than active invitation.
3. Suggests on cross-cultural management
3.1 Establish diversified culture
The enterprises should pay more attention to culture communication to keep pace with the times. They should analyze the directors， objective environment and Chinese culture to shape enterprise spirit and ensure operability and feasibility of goals. They must abide by local etiquette and ethics， take it as the subject and into the western culture， and strive to the culture fusion.
3.2 Strengthen execution
Although enterprises take Chinese culture as the main， many Chinese enterprises lack scientific and rigid management and execution system， so they should adopt more scientific management to guarantee the practice， such as introducing more monitoring system and establishing certain department， strict and scientific assessment on produce， sales， finance， rewards and punishments.
3.3 Focus on culture fusion
Culture and staff behavior interact with each other. Therefore， they should fully respect personal opinion， create harmonious atmosphere， and encourage solidarity and collaboration. Strengthen the diverse and inclusive culture to reduce conflicts. Encourage employees from different culture to participate， constantly updated concept and eliminate barriers through the culture exchange and collision.
Conclusion： If the Euro-American enterprises want to have better survival and development in China， they need further establish a diversified， harmonious and adaptive local culture to fully adapt to local environment and implement long-term interests.
Reference：
[1]Kang Wei，Zhou Jianbo，Qi Zhongying.Study on multinational corporations culture strategy in China[J].China Soft Science， 2005，10：125-131.
[2]Chen Honger，Sun Weifang.A summarization of cross-cultural management based on multinational company operation[J].Journal of Hubei University of Economics，2007，04：23-27 81.
[3]Chen Fangyuan.Foreign-funded enterprises in China cross-culture management research[D].Guangdong University of Technology，2011.