Cross-Cultural Management in China

Understanding the differences and similarities inherent in other cultures may provide opportunities when working with individuals (or groups) who may have different cultural values, beliefs, and/or norms. There are multiple ways to explore different cultures. One way is through Hofstede’s (2017) cultural dimension; which are currently made up of six broad categories, including high-low power distance, individualism-collectivism, masculinity-femininity, uncertainty avoidance, long-short term orientation, and indulgence-restraint. It is beyond the scope of this paper to explore all these cultural dimensions in great detail; however, it is important to understand some of the implications of these scores. The scores for both the US and China can be seen in Table 1, along with the differences between each score.

Leadership is a vital component that leads effective teamwork. According to Mullins (2010), a good leader will influence his talented staff and their actions will lead the good performance. This report is going to examine the influences of the Ma Yun’s leadership on the Alibaba Group.

Traditional expectations hold that, when one is young, it is impossible to be knowledgeable and have the necessary experience and competence to manage successfully.

The following examines the nation of China and its trade relations with the world, particularly the United States. The focus is primarily on China’s culture and how it impacts business dealings with other countries. Areas examined include: Religion, Management Philosophy, and Business Etiquette. Also discussed is China’s growing status as a world super power and how that has impacted the global business landscape. Likewise, various trading partners are examined and the effects of doing business with China, specifically for the United States. Points of concern for the United States are things such as the

A cultural dynamic of Chinese society is loyalty to family and friends as a moral imperative. A member of the Chinese community is part of a concealed, hierarchically organized family. Each member of the family is obligated to contribute to the family as able and the family is obligated to provide each member with the resources for living. Chinese immigrants throughout the world were exposed to malicious discrimination to which they responded by relying on cultural characteristics that provided great advantages in business.

     Cultures are varying among different parts of the globe. People with different cultures have different characteristics and viewpoints on the subjects due to diverse understanding and method of learning. During the past few decades, the international trade grows in a very rapid rate due to the advantages that it provides; “increased sales, operational efficiencies, exposure to new technologies and broader consumer choices” (Heslin). Therefore, when considering the culture aspect to current business world, it is crucial for business to understand the culture aspect because of the tremendous growth of international business as well as utilize the international market to its maximum

Chinese workers believe that close personal relationships are imperative to effective communication. American companies don’t share the same views and some organizations have even related this to workplace fraternization, which can result in disciplinary action. Since we don’t believe that these relationships are necessary, or even appropriate, we don’t form them and this could affect a bi-national workplace and possibly even carry over to business dealings outside of the company. The Chinese believe that, when conducting business with other people, a relationship must first be formed to gain the trust of business partners.

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

Mismanaging cultural differences can render otherwise successful managers and organisations ineffective when working across cultures. As stated byOsland (1990, p. 4) ``The single greatest barrier to business success is the one erected by culture''. Hofstede (1983) defines culture as "the mental programming of the mind which distinguishes the members of one human group from another" (Hofstede 1983 p. 25). Through the comparison of Chinese culture and Australian culture using Hofstedes five cross-cultural dimensions: power distance, uncertainty avoidance, masculinity, individualism, and long-term orientation an insightful view into the differences and similarities of the cultures can be obtained (Chong & Park 2003). Human Resource Management

Governance has developed over time so that those who have primary responsibility for and dependence upon financial results of the company do not have controlling interest in the stewardship of the company. Of the six individuals on the China leadership team, only two have direct responsibility for generating income within a business unit, and only one of those depends upon that income for his salary. The other leaders are primarily supported from contributions rather than business income.

With the unstoppable trend of globalisation, it becomes extremely significant for international businesses to have a thorough understanding of different cultures. Hofstede (1980, pp. 21-23) defines culture as ‘the collective programming of the mind distinguishing the members of one group or category of people from another’. This essay examines Hofstede’s cultural framework and suggests that Hofstede’s cultural framework is an outstanding and authoritative tool to analyze culture differences. In this essay, cultural frameworks will be discussed firstly, following by a discussion of my cultural scores and background. Finally, recommendations on cross-cultural management between China and Australia will be provided.

In this era of Globalisation, cross cultural management is the biggest challenge that is faced by the organisations. Within the business context, cross culture refers to interaction between different cultures. Cross cultural management refers to managing the employees from different cultural background in one environment (Adler, 2008). Cross culture management is a significant issue within the organisations as the success of an organisation depends upon the smooth interaction of the employees. This paper is aimed at providing insight on the cross cultural management and the main issues and challenges relating to cross cultural management. For the purpose of this paper, two articles, “Cross-cultural Differences in Management”, by Amman & Jordan

The United States and China boast the two largest economies in the world but, despite this fact, these two countries have very little in common. At first glance, this may seem very obvious to most people but, what exactly is it that makes these two countries so different? How is it that such different perspectives and approaches can both lead to great success? Hofstede’s six dimensions of culture are an attempt to answer these questions and more. Dr. Geert Hofstede, studied employees of the computer firm IBM in over fifty different countries. When he examined his findings he found “clear patterns of similarity and difference along the four dimensions” (Manktelow, Jackson Edwards, Eyre, Cook and Khan, n.d.). The fact that he focused his research on solely IBM employees allowed him to eliminate company culture as a differentiating factor and “attribute those patterns to national and social differences” (n.d.). He used his findings to originally identify four dimensions, later expanded to six, that could “distinguish one culture from another” (n.d.). The six dimensions all on a scale from 0 to 100 are:

This paper is a report on cross-cultural management, with the issues related to cross-cultural management being discussed in the paper. Additionally, the report has produced the future way of cross-cultural management, including how it can be improved in offices relying much on this strategic approach.

Mr Duss has to read between lines and has to decode each manager behaviour. He needs to read hidden signals. A kind of feedback form can be set up to see what has been understood and what misunderstood after analyze.