Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
Scribd Logo
Upload

Welcome to Scribd!

  • 26 views

    China: Characteristics of A Good Manager

    Uploaded by

    Inna Jora
    Managers in China are expected to be entrepreneurial, pragmatic, and fluent in both Chinese and foreign cultures. They often have technical degrees and experience working abroad rather than MBAs. Employees are often hired through personal connections or political appointments, but those with technical backgrounds and foreign experience are highly sought after. Decision making is centralized and hierarchical, done according to past experiences. Employees are motivated through group achievement, though personal achievement is becoming more important, especially among younger workers. In India, managers build strong emotional bonds and recruitment/promotion consider connections, loyalty, intelligence, and knowledge. A person's social status comes from their caste, gender, family, education, job rank, and civic contributions. Indians are motivated by

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd

    China: Characteristics of A Good Manager

    Uploaded by

    Inna Jora
    26 views3 pages
    Managers in China are expected to be entrepreneurial, pragmatic, and fluent in both Chinese and foreign cultures. They often have technical degrees and experience working abroad rather than MBAs. Employees are often hired through personal connections or political appointments, but those with technical backgrounds and foreign experience are highly sought after. Decision making is centralized and hierarchical, done according to past experiences. Employees are motivated through group achievement, though personal achievement is becoming more important, especially among younger workers. In India, managers build strong emotional bonds and recruitment/promotion consider connections, loyalty, intelligence, and knowledge. A person's social status comes from their caste, gender, family, education, job rank, and civic contributions. Indians are motivated by

    Original Description:

    Management

    Original Title

    Management

    Copyright

    © © All Rights Reserved

    Available Formats

    DOCX, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    Managers in China are expected to be entrepreneurial, pragmatic, and fluent in both Chinese and foreign cultures. They often have technical degrees and experience working abroad rather than MBAs. Employees are often hired through personal connections or political appointments, but those with technical backgrounds and foreign experience are highly sought after. Decision making is centralized and hierarchical, done according to past experiences. Employees are motivated through group achievement, though personal achievement is becoming more important, especially among younger workers. In India, managers build strong emotional bonds and recruitment/promotion consider connections, loyalty, intelligence, and knowledge. A person's social status comes from their caste, gender, family, education, job rank, and civic contributions. Indians are motivated by

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    26 views3 pages

    China: Characteristics of A Good Manager

    Uploaded by

    Inna Jora
    Managers in China are expected to be entrepreneurial, pragmatic, and fluent in both Chinese and foreign cultures. They often have technical degrees and experience working abroad rather than MBAs. Employees are often hired through personal connections or political appointments, but those with technical backgrounds and foreign experience are highly sought after. Decision making is centralized and hierarchical, done according to past experiences. Employees are motivated through group achievement, though personal achievement is becoming more important, especially among younger workers. In India, managers build strong emotional bonds and recruitment/promotion consider connections, loyalty, intelligence, and knowledge. A person's social status comes from their caste, gender, family, education, job rank, and civic contributions. Indians are motivated by

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 3

    Characteristics of a good manager

    China
    Managers in the private and foreign sectors are expected to be entrepreneurial,
    pragmatic, flexible and fluent in both their native culture and the culture of the
    foreign investor. Many of these managers are young and have experience working or
    studying abroad and have technical degrees rather than MBAs. Managers across all
    sectors are likely to be benevolent authoritarians. Employees expect managers to
    lead by example, and managers who are involved and hard-working earn their
    employees respect and compliance.

    India
    Indian managers tend to build strong emotional bonds with their subordinates, peers,
    and superiors. Recruitment and promotion are based largely on connections and
    loyalty. While relationships are very important in India, managers are also chosen on
    the basis of intellectual capability and knowledge. Managers are expected to know
    more than their subordinates, both in terms of expertise and privileged company
    information.

    Hiring
    China
    Employees are often hired because of personal connections. In state-owned enterprises
    and government, political appointments or danwei work groups decide on hiring
    and promotions. At the same time, China has a long tradition of respect and reverence
    for education. A prospective employee with a technical background, experience abroad
    or a degree from a renowned Chinese or foreign university will be courted by many
    firms even if he or she has few connections.

    India
    A person's position in Indian society is determined not only by their caste, but by a
    combination of attributed and achieved forms of status, with both equally important.
    Attributed status results from caste, age, gender, family origin and background,
    regional and linguistic identity and skin color. Achieved status is derived from
    education, rank in one's company and profession, and recognition for any civic
    contribution.

    Motivation
    China

    Employees in China are generally motivated through group rather than individual
    achievement. Since productivity and profits have become increasingly important, there
    has been a turn toward motivation based on personal achievement. This is particularly
    true among younger workers. Performance management is increasingly common as a
    source of reform.

    India
    Due to Indians' cooperative and competitive orientations as well as their collectivistic
    orientation to individualism, they are motivated both by individual and group
    achievement. Indians strive to be individually exceptional as they compete for coveted
    positions in universities and in the highly competitive job market.

    DecisionMaking
    China
    Decision-making is extremely centralized and strongly hierarchical. Lower level
    managers are usually not trusted to make decisions, nor do they expect to. Decisions
    are made according to pragmatic considerations and past experiences. Their inductive
    and systemic approach means that the decision making process can be drawn-out and
    vague.

    India
    In India, the highest-ranking officials make decisions. Since many companies are
    familyrun, this often includes only family members. The most powerful decision
    makers may include a father and his oldest son(s) while other family members play
    lesser roles in the negotiation process.

    Teams
    China
    The strong egalitarian tradition in China tends to encourage a collectivistic mentality
    and the organization of teams within a company. Working in a close group of peers is
    comfortable and motivating for most Chinese. With the advent of market reform, many
    enterprises have attempted to move away from a team orientation in order to promote
    competitiveness and individual efficiency and innovation. Thisprocesshasmetwith
    limitedsuccess.

    India
    Teamwork in India is common and Indians tend to be effective team members. As a
    result of their competitive and cooperative orientations, reinforced by their educational

    backgrounds and work environments, Indians cooperate well and generally enjoy
    working together as they are adept at showing their individual creativity within a team
    setting. Since teams, like individual employees, often lack detailed guidance from their
    managers, they rely on creativity, innovation and self-direction in order to accomplish
    assigned tasks.

    You might also like