专注论文查重修改6年+经验

探讨台湾医疗产业专业人才外派到中国前 跨文化训练的需求- 以某家医学中心为例

【中文摘要】:随着两岸的交流日趋频繁,医療产业也已跨足至对岸,无论以过去或现在的角度來看兩岸,台湾的医療环境确实优于中国。两岸看似同文同种,虽然说着相同的语言,但仍属于两种不同的文化背景,这样的异地生活需要面临相当多的跨文化适应。跨文化训练长久以来已被视为增进驻外人员有效进行跨文化互动的利器,事实上,许多文献也都证实了跨文化训练对海外派遣的重要性,但是文献上多为针对一般企业,以外派工作者做为研究对象。本研究希望探讨台湾医疗产业专业人才外派大陆前跨文化训练之需求,萃取出更贴近实际工作者的需求以做为参考。经过个案分析以及探讨后,本研究发现,个案医院针对外派医疗产业专业人才并无提供勤前训练或相关资讯,派驻前,他们仅能自行于院方官网浏览院区周遭环境介绍或是科室介绍,两岸虽然语言相通,但是毕竟生活背景及政治环境有很大的差异,因此所有受访者,无论其本身是否有外派经验,均认为院方若能有系统性的提供驻外前之跨文化训练课程,能够缩短跨文化的适应期,他们的驻外前之跨文化训练需求整理如下:文化适应部分:眷属的跨文化训练、文化察觉能力训练;工作适应部分:实地经验、派驻当地的导师支援、教育训练知识与技巧训练、蒐集相关资讯之知识与技巧训练及相关的专业知识与技能训练。医疗产业若期望能建立成功的跨文化训练系统,实有赖观念上之突破与资源的整合,惟有在结合学术界与专业训练机构资源下,方能在整合的经验及资源下共同开发合适的训练计画与方案,以有效执行深入的跨文化训练。
【英文摘要】:With the frequent cross-strait exchanges, the medical industry has also branched out to China, whether in the past or present, medical environment in Taiwan is indeed better than in China. Although the two sides seemingly are the same culture, Chinese and Taiwanese both speak the same language, however, they still belong to two differently cultural backgrounds. Consequently, such as living in different and unfamiliar places, Taiwanese have to face quite a bit of cross-cultural adaptation while dispatched to China. Cross-cultural training had long been regarded as cross-cultural interaction tool overseas managers effectively promoted, in fact, many studies had also confirmed that the importance of cross-cultural training before dispatched. Most studies had tended to focus on general corporate expatriates as the research objects, in this context, this study sought to address the objective, to investigate the cross-cultural training needs of Taiwanese medical professionals before dispatched to China, in order to extract the closer and actual needs of expatriates as a reference. After analysis of the case, the study found that the case hospital did not provide cross-cultural training or information for expatriates before dispatched, they could only browse the official website of the hospital to understand surroundings or department introduction at Ximen branch. Although both sides of the same language, there are big differences due to the background and political environment, all interviewees believe in, regardless of whether with dispatched experiences or not, if the hospital could provide expatriates the cross-cultural training needs before dispatched, the cross culture adaptation period would be shortened. The cross-cultural training needs of Taiwanese medical professionals before dispatched are, first, Cultural Adaptation, cross-cultural training of expatriate families and training of ability of culture perceived; Second, Job Adaptation, field experience, tutor support in host country, enhancing training knowledge and training skills, training of knowledge and skills to collect relevant information and training of relevant professional knowledge and skills. A successful cross-cultural training system medical industry expects to build up has to depend on breakthrough of concepts and the integration of resources. Academia and professional training institutions should develop appropriate training plans and programs jointly for the effective implementation of in-depth cross-cultural training through the integration of experiences and resources.
【参考文献】:

  • A. Chinese part
  • 1、李茂雄,1991,浅谈医院之组织文化,人事行政,第九十六期, 31-40。
  • 2、余家铭,2013,台籍干部在中国发展成功的关键因素之探讨,高雄国立中山
  • 大学人力资源管理研究所硕士论文。
  • 3、林思伶,1996,企业国际化派外经理人的跨文化训练,企业跨国经营管理
  • 研讨会论文集,台北辅仁大学。
  • 4、吴万益、郑永忠及江正信,2000,大型教学医院组织文化、内部激励与控制
  • 制度对经营绩效之影响研究,辅仁管理评论,第七卷第一期, 103-130。
  • 5、胡修远,2013,台商对外派大陆工作者之组织支援与跨文化调适之研究,高
  • 雄国立中山大学人力资源管理研究所硕士论文。
  • 6、陈燕雪,2007,两岸医疗制度分析与医院护理人力之探讨-以大陆某大型医院及台湾某医学中心为例,台中东海大学工业工程与经营资讯研究所硕士论文。
  • 7、洪镱月,2003,外派人员跨文化适应之研究,台南国立成功大学国际企业研究所硕士论文。
  • 8、徐永芳,2004,我国医疗事业前进大陆设立医院策略之研究,桃园元智大学管理研究所硕士论文。
  • 9、许士军、顾凤姿,1995,台湾企业驻外经理人员之海外调适,台湾与大陆
  • 的企业文化及人力资源管理研讨会论文集,6-1~6-14
  • 10、郭启瑞,2010,企业国际化派外人员培训制度之研究-以台南某企业为例,高雄国立中山大学硕士论文。
  • 11、黄英忠,锺昆原及温金丰,1998,台商派驻大陆人员跨文化训练模式初探:
  • 社会学习理论之运用,辅仁管理评论,第五卷,第一期,19-47。
  • 12、黄英忠,2001,现代管理学,台北市:华泰。
  • 13、赵必孝,2011,国际化管理:人力资源观点,台北市:华泰。
  • 14、赖玫君,2008,文化冲击、文化调适与学习策略之探讨-以留学美国之国际
  • 交换学生为例,台南南台科技大学技职教育与人力资源发展研究所硕士论文。
  • 15、顾凤姿,1993,资讯业驻外经理海外适应之研究,台北政治大学企业管理研究所博士论文。
  • B. English part
  • 1. Adler, N. J. (1991). International dimensions of organizational behavior PWS-Kent. Boston, MA.
  • 2. Bandura, A. (1977). Social learning theory.
  • 3. Black, J. S. (1988). Work role transitions: A study of American expatriate managers in Japan. Journal of International Business Studies, 19(2), 277-294.
  • 4. Black, J. S. & Mendenhall, M. (1990). Cross-cultural training effectiveness: A review and a theoretical framework for future research. Academy of Management Review, 15(1), 113-136.
  • 5. Black, J. S. & Mendenhall, M. (1991). The U-curve adjustment hypothesis revisited: A review and theoretical framework. Journal of International Business Studies, 225-247.
  • 6. Brislin, R. W. (1981). Cross-cultural encounters: Face-to-face interaction (No. 94). New York: Pergamon Press.
  • 7. Bouchner, S. (1982). Culture in contact: Studies in cross-cultural interaction. New York: Pergamon Press.
  • 8. Borstoff, P. C., Harris, S. G., Field, H. S., & Giles, W. F. (1997). Who’ll Go? A
  • review of factors associated with employee willingness to work overseas. Human Resource Planning, 20, 29-41.
  • 9. Cateora, P. R. (2007). International Marketing 13E (Sie). Tata McGraw-Hill Education.
  • 10. David, A. Ricks. (2006). Blunders in International Business. Blackwell Publishing Professional.
  • 11. Deshpande, R.&Webster, F. E. Jr. (1989). Organizational culture and marketing:
  • Defining the research agenda. Journal of Marketing, 53(January), 3-15.
  • 12. Doz, Y. & Prahalad, C. K. (1986). Controlled variety: A challenge for human resource management in the MNC. Human Resource Management, 25(1), 55-71.
  • 13. Drucker, Peter, (1974). Management: Tasks, responsibilities, practices. New York:
  • Harper & Row.
  • 14. Early, P. C. (1987). Intercultural training for managers: A comparison of document and interpersonal methods. Academy of Management Journal, 30, 685-698.
  • 15. Edward Burnett Tylor, (1974). Primitive culture: Researches into the development of mythology, philosophy, religion, art, and custom hardcover. Gordon Press.
  • 16. Furnham, A. & Stephen, B. (1986). Culture shock: Psychological reactions to
  • unfamiliar environments. London: Methuen.
  • 17. Glouberman, S. & Mintzberg, H. (2001). Managing the care of health and the cure of disease—Part I: Differentiation. Health care management review, 26(1), 56-69.
  • 18. Katz, J. P. & Seifer, D. M. (1996). It”s a different worm out there: Planning for expatriate success through selection, pre-departure training and on-site socialization. Human Resource Planning, 19, 32-48.
  • 19. Kealey, D. J. (1996). The challenge of international personnel selection. Handbook of Intercultural Training 2 E, 81-105.
  • 20. Harris, P. & Morgan, R. T. (1979). Managing cultural difference, Houston: Tex Gulf.
  • 21. Triandis, H. C. (1982). Review of culture”s consequences: International differences in work-related values. Human organization, 41(1), 86-90.
  • 22. Landis, D. & Brislin, R. W. (Eds.). (1983). Handbook of intercultural training (Vol. 1). New York: Pergamon Press.
  • 23. Marcus, A. & Gould, E. W. (2000). Crosscurrents: Cultural dimensions and global Web user-interface design. Interactions, 7(4), 32-46.
  • 24. Mendenhall, M. & Oddou, G. (1985). The dimensions of expatriate acculturation: A review. Academy of Management Review, 10(1), 39-47.
  • 25. Mendenhall, M. Dunbar, E. & Oddou, G. (1987). Expatriate selection, training, and career-pathing: A review and critique. Human Resource Management, 26, 331-345.
  • 26. Mendenhall, M. E. & Oddou, G. (1988). The overseas assignment: A practical look. Business Horizons, 31(5), 78-84.
  • 27. Minichiello, V., Aroni, R., Timewell, E., & Alexander, L. (1990). In depth interviewing: Researching people. South Melbourne, Longman Cheshire.
  • 28. Oberg, K. (1960). Cultural shock: Adjustment to new cultural environments. Practical Anthropology, 7(4), 177-182.
  • 29. Odenwald, S. (1993). A guide for global training. Training & Development, 47 (7), 22-31.
  • 30. O’ Reilly, C. A. & Chatman, J.A. (1996). Culture as social control:Corporation, culture and commitment.
  • 31. Robbins, Stephen Paul, (2002). Comportamen to organizacional –9° edição. São Paulo: Prentice Hall.
  • 32. Ricks, D. A. (2009). Blunders in international business. John Wiley & Sons.
  • 33. Silverman, D. (1997). Interpreting qualitative data: Methods for analyzing talk. Text and Interaction, London: Sage.
  • 34. Stening, B. W. (1979). Problems in cross-cultural contact: A literature review. International Journal of Intercultural Relations, 3(3), 269-313.
  • 35. Taft, R. (1977). Coping with unfamiliar cultures. Studies in Cross-Cultural Psychology, 1, 121-153.
  • 36. Torbiörn, I. (1982). Living abroad: Personal adjustment and personnel policy in the overseas setting. New York: Wiley.
  • 37. Tung, R. (1981). Selecting and training of personnel for overseas assignments. Columbia Journal of World Business, 16, 68-78.
  • 38. Tung, R. L. (1987). Expatriate assignments: Enhancing success and minimizing failure. The Academy of Management Executive (1987-1989), 117-125.
  • 39. Volberda, H. (1997). Building flexible organizations for fast-moving markets. Long Range Planning, 30(2), 169-183.
  • 40. Webb, A. (1996). The expatriate experience: Implications for career success. Career Development International, 1 (5), 38-44.
  • 41. Winkelman, M. (1994). Cultural shock and adaptation. Journal of Counseling &
  • Development, 73(2), 121-126.
  • 42. Yamazaki, Y. & Kayes, D. C. (2004). An experiential approach to cross-cultural learning: A review and integration of competencies for successful expatriate adaptation. Academy of Management Learning & Education, 3(4), 362-379.
  • C. Internet part
  • 1.台湾卫生福利部http://www.hpa.gov.tw/
  • 2.中央健保局http://www.nhi.gov.tw/
  • 3.我国卫生事业发展统计公报,中国卫生部http://www.moh.gov.cn
  • 4.国家统计局网站,中国经济网汇总整理http://intl.ce.cn/specials/zxxx/201401/10/t20140110_2097203.shtml
  • 来源:中山大学;作者:蔡雅莉
    文懂论文-重复率修改第一品牌,http://www.szwox.com解决论文查重论文降重复,重复率高等各种论文难题的专家

    最新文章

    • 什么是学术不端行为
      什么是学术不端行为
      什么是学术不端行为 1992 年,由美国国家科学院、国家工程院和国家医学研究院组成的 22 位...
    • 论文降重复服务 1. 本网站及服务 szwox.com提供哪些服务? szwox.com是一个...

    联络我们

    QQ: 767326772
    文懂论文
    网站:http://www.szwox.com/
    E-mail: turuinit@foxmail.com

    我们的服务

    我们提供毕业论文、期刊论文、硕士论文、博士论文、会议论文格式排版,论文查重,重复率修改等服务。强大论文查重系统,一手老师资源,首创安全保密查重修改流程。充分保障客户论文查重安全以及修改后的品质,赢得了老师和同学们的信任和口碑。