A First Time Expatriates Experience in a Joint Venture in China

1782 WordsJan 26, 20088 Pages
Introduction In the reading "A first time expatriates experience in a joint venture in China" we have come to understand the nature and structure of the joint venture between the U.S.A. and China and the role that James Randolf played to strengthen and maintain the international partnership. Controls Inc. was a subsidiary of the parent company Filtration Inc. and so was shielded from any outside competition. When Controls Inc. was given the charter to pursue its own business they realized the need for being cost effective as a result of which they started an operation in Singapore with the name Controls Asia-Pacific with the prime objective to have a presence in the region and to study and evaluate any possibility of a joint…show more content…
Along with building relationships, James structured guidelines along with an informal approach to improve overall feedback for effectiveness. The workers were influenced by every action of James' authority and would follow him dutifully, due to his humanistic and understanding approach. Although the system seemed to be rigid, the workers, who were expected to be less open to new ideas, were in fact willing to adapt to new ideas and learn something from James and his methodologies. James possessed cross cultural understanding of the Chinese people that seemed to be more focused and analytical rather than biased on preconceptions. His cultural dissimilarity and approach allowed for him to be accepted and followed, which eventually paved an entrance for organizational reengineering in the right direction Management, Leadership and Decision-making styles. The management structure which was negotiated by the Controls Asia-Pacific team conceded the position of MD to the Chinese partner in exchange for the right to appoint a COB for the first three of the five years. However, Filtrations Inc. always wanted to retain the power of instating the MD. This not only put James in an ambiguous situation but also indicated a serious flaw in the way Controls Asia-Pacific perceived the organizational standards and vision of

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