随着自贸区的发展，越来越多的外资企业进入中国一、二线城市，中国的人
口决定了中国依然是劳动力大国之一。由于劳动力的优势，在华外资企业依然以
制造业为主，其他产业为辅。众所周知，制造业的核心为技术和生产力，其组织
框架决定了其发展趋势。在华大部分外资企业 – 独资及合资，其核心领导力仍
然以外方派驻人员为主，其他辅助人员为中国本土员工为主，这样的组织架构从
外资企业入驻中国至今没有大的变化，导致内部沟通问题越来越严重
本文将以法国独资家族企业——M 公司为例进行研究。作为精细化工行业
中的领军企业之一，又是在华拥有工厂和生产基地的外国独资的家族企业，其运
营模式和管理模式有着中国精细化工市场和外国家族企业的传统模式。本次研究
立足于 M 公司的管理现状，采用理论结合实际，并结合深度访谈的形式，深入
研究剖析 M 公司内部横向沟通、纵向沟通、跨文化沟通以及沟通渠道等多方面
内部沟通问题，并提出有针对性的、切实可行的应对措施。通过访谈，深度剖析
M 公司作为外资家族企业的组织架构，以及传统组织架构所带来的法籍员工和
中方员工在工作中存在的沟通问题，以此来解释并解决一系列项目错误解读、中
方员工流失率高、内部工作效率低下等问题。通过结合传统组织架构及沟通方式
与本文提出的改善措施，在 M 公司中试验实行的结果，为同类的外资企业提供
参考，并为即将走出国门的中国家族企业提供参考意见和帮助
关键词：独资企业；家族企业；组织架构；内部信息传递；跨文化沟通III
Abstract
Since the reform and opening-up policy, a large number of foreign-owned
enterprises entered into China. All survived enterprises, both sole proprietorship and
joint ventures, have to adapt to the process of Chinese environment. Since the 21st
century, China has gradually become the world&39;s second largest economy, which has
rapid development in various aspects. The acceleration of technology forced these
survived enterprises to constantly innovate and adapt to the rapid and changeable
Chinese market and consumers&39; demand. While at the same time, the enterprises also
need to change its internal communication. Technology is soft power, so are the
organizational structure and internal communication of the enterprises. The perfect of
the organizational structure means that enterprises constantly updated to adapt to the
changes in the new situation and intensified international competition.
With the development of free trade area, more and more foreign-owned enterprises
enter China&39;s first and second-class cities. China&39;s population determines that China is
still one of the labor power in the world. Due to the advantages of the labor force,
foreign-owned enterprises in China are still dominated by manufacturing,
supplemented by other industries. As we all know, the core of manufacturing industry
are technology and productivity. Its organizational framework will determine its
development trend. Most of the foreign-owned enterprises in China - both sole
proprietorship and joint venture, still employ people from headquarters as their core
leadership, while other support positions are employed the Chinese-based employees.
Such organizational structure had no obvious changes since the foreign-owned
enterprises enteredChinesemarket so that theinternal communicationproblem become
worse and worse.
This article will study the French-owned family enterprise - M company as an
example. As one of the leading enterprises in the fine chemical industry, it is also a
wholly foreign owned family enterprise with factories and production bases in China.
Its operation mode and management mode are the traditional modes of the Chinese fine
chemical market and foreign family enterprises. This research is based on the currentIV
management situation of M Company. It will combine theory with practice. With in-
depth interview, the article will deeply analyze the organizational structure of M
Company and internal communication such as horizontal communication, vertical
communication, intercultural communication and communication channel and give
targeted and practical measures. Through the interview, the author will analyze the
organizational structureofM Companyas the foreign familyenterprise and unscramble
the communication problems between the French employees and the Chinese staffs in
the traditional organizational structure of foreign familyenterprise, so as to explain and
solve a series of problem such as the misinterpretation projects, high staff turnover, low
internal work efficiency and other issues. By combining the traditional organizational
structure and communication methods with the improvement measures proposed in this
thesis, the results of the practical experiment in M Companywill provide references for
similar foreign-owned enterprises and provide references to help the Chinese family
enterprises go out of the country to abroad.
Keywords: Owned Enterprise; Family Enterprise; Organizational Structure; Internal
Information Transmission; Cross-cultural Communication目录
致谢........ I
摘要.......II
ABSTRACT.....III
第 1 章 绪论......1
1.1 选题背景和研究意义 .....1
1.1.1 选题背景.......1
1.1.2 研究意义.......2
1.2 国内外研究现状 .3
1.2.1 管理沟通及内部信息传递...3
1.2.2 跨文化沟通...4
1.2.3 多项目管理及 PMO 组织....4
1.3 研究内容和框架 .6
1.3.1 研究内容.......6
1.3.2 研究框架.......7
1.4 研究方法 .7
1.5 创新点 .....8
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