Shui Fabrics Question 1 Ans

Chung has been operating under what he feels are the established norms for his culture. Ted's relationship with the Taiwanese client exhibits the Chinese management principles of paternalism, particularism, and insecurity. The patron-client relationship is based in a sense of mutual obligation, where the client is expected to defer to Ted's expertise and Ted is expected to trade the account responsibly. (Moorhouse, 2005) Ted also used social networking to establish himself in the community which is expected in the Chinese culture. By attending events Ted increases his “visibility and prestige” which contributes to the face that is needed to be considered a trustworthy business partner

On the other hand, polyester is a manmade Fiber so you have more creativity with it. ´hey can be engineered a certain way with a specific end use. Many chemicals are involved

Andrew pays the Chinese workers 50% less than he did with the British workers and only 5% of the employees are in a trade union meaning that there is a less likely chance of a strike occurring. There is also a 40% number of staff that is temporary in the business which means that Andrew can choose to hire and lay off staff during peak periods and when they are not needed. They also have close links to recently graduated university students. The ROCE in China is 3.44% which is a lot better than that of the -9.24% in the UK. The asset turnover in the UK was 1.17 and in China it was 2 which mean that they are selling more of their products in China than they were in the UK. The gearing ratio in China is 50.17% which is average for the business and means that they are not in risk of when the interest rate rise they will lose a lot of revenue. The employees that had been working at Burkinshaw had worked there a long time before hand and had possessed unique skills that would allow them to be in a niche market of handmade pottery products that had been hand made to a high quality standard. In the UK the defective products was only 5.0% which was lower than China by 2.5%. The EU and USA markets had showed more percentage of sales growth in Burkinshaw’s Plc markets than China did in 2005-2010 which would have been a safe bet to go with rather than going to China.

The differences between Chinese Culture and American Culture are immense. Both cultures have very different values and norms, and these differences come out within the negotiation between Buckeye Glass Company and the Xia Xian Glass Factory. Both parties during this negotiation had different objectives and ways to get what they wanted out of the proposed joint venture.

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

This process has more significance in most countries except the Unites States. The approach in the U.S. is to get down to business straight away without wasting too much time on people. This is in stark contrast to the process in China where the focus is on building “Guanxi”, that is, the intricate and omnipresent network of personal relations. The U.S. approach can be a huge problem when doing business with China. The American efficiency interferes with the patient development of a mutually trusting relationship – the very basis of an Asian business agreement. This is what happened in the case study. Mr. Smith had done his research and was aware about the Chinese business methodology, but he did not think it was important to implement it. He was well advised by Mr. Tang. Mr. Tang, even though pointed out the significant features of the “American” and the “Chinese” way of doing business, did not stress enough to make Mr. Smith understand its significance. Mr. Tang also jeopardized his relationship with Mrs. Ming whom he had known for many years by not disclosing that the supplier was not a direct supplier.

LBS Textiles is a firm that designs fabrics for wholesale markets in North-East America. The company has experienced a modest growth over the last three years.

China has a huge population of people. Because there are so many people, their society must practice harmony or chaos would ensue. Also, China’s religious teachings of Taoism and Buddhism stress peace and nature (Pitta, Fung, & Isberg, 1999). Americans value efficiency and the bottom line. This often calls for a fast pace and quick decisions. Chinese may find this disruptive to their business culture as they take their time to implement change.

China is becoming more westernised, particularly the ‘cosmopolitan’ city of Shanghai, where demand for Western products is increasing rapidly as disposable income rises in line with China’s strong economic growth. Michel’s wanted to establish a foothold in the market at an early stage to demonstrate a long-term commitment, which has been identified as essential to compete successfully in the Shanghai market (per Tim Harcourt, Austrade Chief Economist).

China, over the last 30 years or so has achieved extraordinary economic growth, leading to gradual market liberation. Despite this China remains a one nation state with HR practices steeped in Confucianism, however The Chinese government is committed to supporting outward investment for companies looking to expand overseas. (IBM, 2006). There are many influences to consider when deciding which country to invest in, this essay will consider the cultural, economic, political, and industrial relation factors a Chinese steel factory must consider in deciding whether to open a new production facility in Britain or Sweden. After considering these issues, based on the evidence the essay will conclude with a recommendation on which country is

Economic and the currency: first of all, every business is trying to avoid risk, therefor, the economic status of a foreign country is what the company looking for, they want the low unemployment rate, inflation rate and stable economic environment. Furthermore, the currency difference will change the product price strategy.

The case study (Kreitner, & Kinicki, 2013, p. 117) quoted several western managers and Chinese managers to show that reality is different from the myths. The examples were from their working experiences in China. For the myth of collectivism, the reality of individualism came from a Chinese manager working in Paris, a western city. For long-term deliberation, the reality of real-time reaction came from an expat manager in China, and for risk aversion, the reality of risk tolerance came from observations in China by expat managers and a Chinese manager.

An ownership culture does not necessarily have to include stock ownership by employees. Sometimes, rewarding individual or team performance can create the sense of ownership. Traditionally, the large performance-based bonuses were reserved for upper management, but by sharing this with the low to mid level employees you can create the same cause-effect motivation that stock ownership creates in the Silicon Valley. Roy Weber must learn what incentives would most appeal to his target workforce in China and any other country he would like to enter. He should begin by asking the "sea turtles"/(haigui) for their thoughts. The case details indicated that these Chinese nationals who studied or worked abroad and returned back to China are already familiar with the Silicon Valley way of business. This group is critical, because they know both cultures well and would be able to help Roy understand if his incentive plans would be successful in China. He should also ask his US team how happy they really are with the current ownership package. They might have some good ideas that could translate to the China project. There were several concerns in expanding the Silicon Valley employee ownership culture to China. Among these concerns are the traditional Confucian and societal norms that are, in many ways, contradictory to the entire "employee ownership idea" and to entrepreneurship in general, but

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.

Concerning the interviews there seem to be a number of cultural differences. The first key issue is Responsibility. While the German Manager Mr. Meier thinks that the Chinese don 't take responsibility, the Chinese Manager Mr. Wang doesn 't feel they are given any. For the German side, taking responsibility means acting independently within a predefined framework. Mr. Wang and his colleagues