When companies emerge from their home countries and become "global", they often leave behi

nd their native culture and【B1】inter national business values. Most of these values come from the United States. And【B2】the most global of companies are often【B3】influenced by Western cultural values. This【B4】a number of issues for companies recruiting in China, and for the local people who apply【B5】work for them. It is sometimes said that multinational companies have the economic power of nation states. For many Chinese people, employment in a Western company can be【B6】moving to a foreign country during working hours.

One major difference is the attitude towards the individual, and his or her【B7】to others. The Western-【B8】tend to believe that success is【B9】to individuals, whether they work together or【B10】. The Western idea of teamwork is about directing and individual's【B11】to wards a goal. Going on from this, Western style. workplaces are often "achievement oriented"【B12】than "relationship oriented". They may also value innovation over traditional methods. They【B13】change as more important than stability【B14】even prefer conflict to compromise.

If these philosophical differences are badly managed, they can lead to conflict【B15】an organization. Human resources professionals in China are【B16】familiar with the situation【B17】the Western manager cannot open his or her mouth at offending someone and【B18】constantly com plains that nothing【B19】done. Cultural differences can go deeper than relations in the workplace. They may even【B20】a company's long-term strategy.

【B1】

A．adjust

B．accord

C．adopt

D．avoid