Chinese Mangers Research Paper

There is a great importance put on business leadership, this is directly due to how a business not only functions but in how fruitful the company can become. A great leader essentially can take a business plan that is weak yet turn it into a success, whereas a poor leader stands a higher chance of ruining the best of business plans. That is why it is essential to develop effective leadership throughout a companies entire management program at all levels. How does one develop or retain strong leadership? Companies must be focused on hiring strategies that encompass very specific parameters, building from within whilst creating a strong foundation for employee development and succession planning. Leadership is essential in any organization. The style and theory embraced determines whether the company will or will not achieve their goals. in all cases theory must be embraced, as a companies theory, style, and strategy is greatly dependent on the industry the company is in (Sadler, 2014). “The behavioral theory is one of the widely used theories of management. It suggests that leaders are made and not born. It gives room for training to install leadership traits in leaders at the expense of denying them a chance. There are various leadership styles embraced by companies (Cyert, & March, 2005).”  This paper takes a look at the management styles of two specific

‘ What are the differences of managers’ leadership styles between the Western and Non-Western cultures ?’

Globalization and technological advancement have dictated the need for managers to deal with multiple ethnic groups with different culture in their day to day interactions. According to Kulkarni (2012), cultures play critical roles in individuals, including values, beliefs, humor, worries, fears, hopes, opinions, attachments, and anxieties.

Many Asian cultures have been reluctant in accepting a servant leadership style of leading. When business started exploding globally it was establish early, that many Asian leaders had a distinctive style that reflected different needs for achievement. Through generations many Asian leaders remained stagnate on their views regarding affiliation with subordinates, and the power leaders held. Asian culture have been reluctant, because of a hierarchical leadership practice believed that savant leaders did not hold a firm position. Asian cultures also viewed servant leadership as weak and not productive. Over the years Asian cultures have been applying servant leadership philosophies. One example is found in

American companies rely heavily on systems and processes, which is viewed as highly efficient by the American standard while the Chinese workers with ECL aren’t accustomed to this and believe that it’s not always necessary to establish a system to follow in order to complete a task. The difference in views on this could also present some serious problems for ECL, as the Chinese workers may view the American management style as inefficient or sluggish.

The people in China are rich in culture just like other Asian countries. Therefore, to be involve with Chinese people in China for business, undertsanding their values and culture are very important. The first important thing to understand about Chinese is their devotion to collectivism. Chinese is trained from very early to consider himself as a dependent segment of a group, which is also called totalitarianism. It is helpful to think of the notion of family in China as a template applied to many networks of relationships that hold the society together. In the Chinese business context, the notion of family is about more than the emotional support and ties of a nuclear family. Family members, for

Eastern Culture is highly influenced by two key schools of thought, Confucianism and collectivism. Confucianism is based on the teachings of the Chinese philosopher Confucius, which emphasizes societal roles and hierarchies that exist within organizations. Collectivism is a more modern thought that is based on the Confucian idea of harmony for the collective good. Both these philosophies play important roles in the emergence and presentation of transformational leaders in many Eastern cultures. Confucianism is based on an establishment of five relationships which emphasize the importance of hierarchies as well as the leadership role as paternalistic and benevolent (Spreitzer, Perttula & Xin, 2005). The relationships outlined in Confucian thought, as well as the outlined conduct, come together to establish the conduct of leaders within modern organizations.

The culture of China, in terms of management inside of a company is described as each person has a very clear role and that helps organization to keep things in order. Unlike Serbia and Montenegro where it has a culture of employees expecting employer to give them detailed directions and no questions are expected. Generally managers in China use autocratic leadership style. However they will not embarrass or punish employee publicly or in front of the colleagues. Another important factor is the hierarchy of Chinese culture. Even though the actual control is at the top of line management there may be informal interaction between staffs or managers and staffs (Kwintessential.co.uk, 2014).

A management style is a leadership method used by a manager. As diverse as cultures are throughout the world, so are management styles. A key value underlying the American business system is reflected in the notion of a never ending quest for improvement. The prevailing question is can it be done better? (Roa, 2010). In other cultures, the strength and power of those in command rest on the premise that the status quo demands stable structure. (Roa, 2010). Researchers debate whether it is organizational or ethnic culture that is predominant. In today’s business environment,

An organization’s culture governs day to day behavior. This type of power may be seen as a control mechanism, which businesses use to manipulate internal and external perception. Every organization has a set of assumed understandings that must be adopted and implemented by new employees in order for them to be accepted. Conformity to the culture becomes the primary basis for reward by the organization. “The role of culture in influencing employee behavior appears to be increasingly important in today’s workplace, as organizations have widened spans of control, flattened structures, introduced teams, reduced

Managers are increasingly faced with the challenges of navigating through the various cultures of people employed within an organisation namely working with a multi-cultural workforce. As such managers need to be equipped to

The dedication to the superior, as mentioned in the paragraph above, results in vertical relationships. These vertical relationships, featured by the traditional Chinese culture and society, promote a top down hierarchy featuring work situations that are highly structured wherein employees are told what to do. This type of work environment may feel more comfortable for people raised within the traditional Chinese culture (Scott, Bishop, & Chen, 2003).

Differences in management culture will influence organization performance. With the above six dimensions of cultural difference, we can find that there are similarities and differences value between United States and China. Even Asian and western countries, there is might have similarities occurs. Koontz and O’Donnell (1968) classify the five function of management which is planning, organizing, staffing, coordinating and controlling. This paper is using these five functions differences to elaborate the practices of HRM of both country and comparing the result.

The most recent studies in cross-cultural management reveal that the culture is a very expansive subject for organizations to study, especially for organizations, which hire the most diverse workforce. One definition of a diverse workforce could be as the one, which comes from different ethnic and demographic backgrounds (Plessis, 2011). For studying culture of the diverse workforce, there are two parts to study, the implicit and the explicit culture. The explicit culture includes behavior while the implicit part involves norms and values of individuals (Guang & Trotter, 2012). The explicit culture is already known when workers stay and work in a firm for a length of time, but the most difficult is to understand the implicit culture which is obscured in form of norms and values of the workers. Due to the differences of cultures, workers hold a great potential of variance, variety in terms of their explicit and implicit parts of the culture. The

In times of rapid globalisation and economic development growth, the environment of business has become more and more complicated as a huge number of firms want to globally expand their businesses. Subsequently, the managerial implications of cross-cultural management is the challenge of this development. As Abbe (2007) states, cross-cultural leadership has developed as a way to understand leaders who work in the global markets. Culture is the “software of mind” that can influence people’s patterns of thinking and behaving.