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Excerpt: Managing across Cultures
This feature enables you to par and contrast comminuted management differences between national polishs and identify key differences in processes and practices. Select a country and click on Compare to compare management characteristics between countries.
Disclaimer: The information in Managing Across Cultures is general in nature and is intended only as a starting point. It is incumbent on the reader to be open and receptive to the particular preferences of each individual he/she works with regardless of their nationality.
Characteristics of a good manager
mainland China Managers in the private and foreign sectors are expected to be entrepreneurial, pragmatic, fictile and fluent in twain their native culture and the culture of the foreign investor. Many of these managers are young and have run into working or studying abroad and have expert 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 heterogeneous and hard-working earn their employees respect and compliance.
India Indian managers tend to build safe emotional bonds with their subordinates, peers, and superiors. Recruitment and promotion are based generally on connections and loyalty.
While relationships are very important in India, managers are also chosen on the basis of happy capability and knowledge. Managers are expected to know more than their subordinates, both in terms of expertise and privileged company information.
verity
China Loyalty has traditionally been to family or group, but this is changing rapidly, oddly in the private sector. Labor mobility has increased dramatically, especially in foreign firms. Once an employee has some experience, their employment options open up broadly, especially in the large coastal cities of Guangzhou, Shanghai and Beijing.
India Loyalty and compliance are desired traits of...If you want to get a full essay, order it on our website: Orderessay
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