The Influence Of Chinese Culture In New Zealand

Business leaders in the US may rely more on formal policies and processes, while Chinese business leaders may stress people orientated practices of loyalty and trustworthiness. These ethical concepts are not necessarily incompatible (many may actually overlap), but do highlight the importance of understanding perceptions from each culture.

For the twenty-first century enterprise, "corporate culture" is no longer a strange term. Since China introduced "corporate culture" from abroad, a number of entrepreneurs on their research for it. However, due to different situations, the companies have different corporate culture, and even succeed or fail. Haier’s " three-tier " (material culture, system behavior, spiritual culture) is the most typical. Haier’s culture has a significant impact on employee behavior. In Haier, you can see the Haier

Today, employees resent being managed in a way where their performance is driven by constant pressure. Taylor’s (1911) third duty stated that management should cooperate ‘heartily’ with workers to insure performance according to his scientific approach. He stated that the men should be under ‘close observation’. In contrast, according to Stewart (2010), Douglas McGregor came up with two other management theories, Theory X and Theory Y. He stated that Theory Y is now commonly accepted by the most successful businesses. Unlike Taylor’s view, these businesses don’t watch their employees like hawks or time their work. Managers in Apple, for example, would not time their employees to see how many iPhones they could stock in a day. Stewart (2010) also states however, that managers in today’s world do not encourage the practices of Theory X whereby both managers and workers collaborate for their own personal fulfilment. Stewart (2010) states that while Taylor wasn’t driven by Theory X principles, initial implementation of his ideas led to a hierarchical system of managers with no hands-on responsibilities and some unfortunate consequences. Weisbord (2011) stated that, over time, we have seen how Taylor intended to improve productivity by giving workers well-paid jobs to encourage their highest

To start with, China, which scores 80 on IDX, ranks higher than Canada by 41 points. This highlights the fact that the society views inequalities among people as a normal thing and the subordinate-superior relationship tends to be polarized which leaves no space for defense against power abuse. Rigid hierarchy with formal authority influence individuals, and they believe in the capacity to lead and control of their own leaders. It is a society in which people are expected to stay at exactly where they are placed. In contrast, Canadian culture believe that everyone should receive equal rights and be treated equally. Similar to countries that score low on this aspect, Canadians build their hierarchy for convenience. Managers are approachable, and are expected to consult and exchange information with their staff members as they work as a team. Straightforward exchange of information is also preferred. In terms of individualism (IDV), Canadian culture is considered as an individualist one in which people look after themselves and their immediate families. For that reason, self-reliance and initiatives are vital in the workforce. Hiring and promotion decisions are primarily based on one’s merit and competence. On the other hand, scoring very low on this dimension, it can be said that China is a highly collectivist culture where people focus on group interest rather than self-interest. Hiring and promotion decisions can be based on how close an individual is to the superior

Nowadays, exploring the differences in overall cultural value structures among different cultures has gradually grew business’s attention across the world. No matter small companies or global conglomerates, how to get involve and maintain their competitive advantages and long-term sustainable success in global business trade has been a heated topic to discuss. To fully understand the ethic differences and cultural influences, the following four aspects will help us to uncover the similarities and differences between the American and Chinese cultures.

While many of the world’s economic powers seem similar, there is no doubt there are some very key differences. Many of these differences can be attributed to cultural differences within each of the countries. While many of these countries work together in global business efforts, cultural differences would certainly have a significant impact on management style, leadership and even work ethic of the employees. The United States and Japan are both strong economic powers that hold to a capitalistic economic system. Their management styles, however, are very different. This can often be explained through the differences in culture and management or leadership styles. Over the years, the two

China and the United States has its own unique culture. What is culture? According to Kluckhohn and Kroeber ‘Culture consists in patterned ways of thinking, feeling, and reacting, acquired and transmitted mainly by symbols, constituting the distinctive achievements of human groups’ (Dowling, Festing, & Engle, 2013, p. 24). There are many interesting facts surrounding their culture. In this paper I will compare China’s culture to the culture of the United States to determine if China is a good match for a United States multinational firm who is looking to enter a foreign market. The aspects of culture difference I will be focusing on will include the following: language, religion, music, cooking, social norms and customs. The paper will end with a conclusion of my findings.

In most cultures, behavior can be placed on a continuum, so that not all individuals are stereotypical. Chinese mangers place more value on keeping harmony within a workgroup. Managers influence the need for co-operation and group welfare, further affect work relationships, leading to a managing philosophy based on loyalty, and collectivism. These attributes joined with a strong correlation among age and seniority and status, can translate into legitimate authority and power. The culture this creates, relies on benevolent styles of communicating with middle managers and down the line.

As a final point, China and the United States of America both have their ups and downs when it comes to the wider business culture. China has their perceived personal ways of dealing transactions in business and their economy continues to slow

The main differences between the U.S. and China in the national culture is individualism and long term orientation. Individualism on the other hand means that the individual is honest and take care of problems at hand and shows no fear of conflicts (Trompenaars, 1993). Long-term orientation for China is that they have patience, perseverance and a feeling of duty towards a larger good. The U.S. culture is individualism because they are more centered on individuals and when it comes to business, they are more outspoken, eloquent and are very effective communicators. The China culture is not as individualize as the U.S. because they are more centered on relationships and when it comes to business for them, they are quiet, reserved and clumsy

The second factor is staff belonging. The general principle of Japanese management is that workers form a family (Alston, 1986). As a part of the corporate ‘family’, every member not only pays attention to their own salaries, but also considers the development of the company. Pay is only one reward. There is also a sense of belongingness and support that employees receive from their corporations. On the contrary, Americans tend to indicate that there is no need for them to become familiar with one organization and colleagues before they are off again on their trips (Wellens, 1980). Perhaps individual freedom is more essential than staff belonging in their mind. This different attitude leads to diverse management styles. One consequence for Japanese is the practice of lifetime employment. The

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

Scott, Bishop and Chen (2003) researched how well Chinese employees perform under western management principles and practices. They stated that the traditional Chinese culture might have conflicting influences on the success of programs that involve employees. They examined components that underlie participative management efforts in the U.S., which include the nature of the tasks individuals perform in Guangzhou, China. According to their results, perceived group support and

Every country has their way of thinking when it comes to working. Some country work and think differently from others. Using Geert Hofstede Six Dimension’s of Cultures, I’ll compare and contrast the differences between China and the United States on how they impact work relationships.

Organizational culture has been described as shared values and beliefs that underline a company’s identity. A strong culture that encourages employees from the top to the bottom in adaptation and change can increase organizational performance by energizing and motivating employees, shape behaviors, unify personnel in the goals / objectives and align employee’s actions with the priorities of the company (Daft, R., 2013). Creating a constructive culture should be a manager’s top priority because the right culture will propel a company into a top performer in its industry.