The Inter-cultural Management Of Taiwanese Investment Enterprises In Chinese Mainland

From the middle 1980s, it has become increasingly important for Taiwanese enterprises to find a reliable place for their overseas investments. The mainland China's Foreign Investment Policy thus appears to be an ample opportunity for Taiwanese enterprises. Nowadays, mainland China is considered to be one of the main investment areas for Taiwanese enterprise. By the end of 2001, mainland China is the most widely choice for Taiwanese enterprise to invest. At present, Taiwanese enterprises are the most important sector of multi-economy in China. This study is based on the theory of human relationship, therefore this needs level theory, motivation theory and paternalistic leadership theory and by a mold of human cooperation. The relative information had been collect under the personnel cooperation by using the methods of questionnaire, observation and literature review. The aim of the study will be focus on the personal working attitude, behaviour, needs and expectation between the employees from mainland China and Taiwan. The information gathered will be used to give an anecdotal indication about the way to implement the strategy of inter-cultural management in the real world.First, this study investigates the theory of the inter-culture management in mainland China. In the author's opinion, China and Taiwan is based on same sources of main culture with sub-culture differences on the working value, behaviour and attitude towards their employment. Therefore, this study puts forward a completely new concept on inter-culture management in Taiwanese owned-enterprises and corrects some long-existed mistakes in cross culture management.Second, this study examines the environment of the mainland China's inter-culture management. Through studying the culture in the mainland China, this study addresses the Chinese culture characteristic and analysing the staff and workers' working value, attitude, basic working needs and expectations. The next concern of the study is to investigate the sub-culture differences between Chinese and Taiwanese. In the author's opinions, due to the culture difference between the China and Taiwan, the following tactics and measures shall be taken by the Taiwanese enterprises to improve creativity and motivative of employees and maintain the employment relationships: inception, development, motivation and maintenance of an effective workforce. The author also carried out a further investigation on staff communication in inter-culture management, leadership role and style. In the meantime, the author also analyse the inter-culture labour management.Finally, this study concludes the characteristics of the inter-culture management. This encompasses the theory of respect to the employees, centralisation, managerial and leadership. From the view of Confucian which includes management styles and the unison of human relationships; legalframework should be used as the core management to implement the rewards system, target achievement in order to impose paternalistic leadership. A scientific management mode that is based on strictness, accuracy and effectiveness, in which human beings are taken as priority, should be fonned. In order bring into participation the staff and workers' enthusiasm and creativity, considering individual enterprise current situation, a scientific management mechanism should be set up through culture integration, motivation and democratic. Thus, Taiwanese enterprises are able to implement the strategy of inter-cultural management in real world.