Impact Of International Managers On Chinese Company’s Working Environment

Today Chinese enterprises started to focus on strengthening their ability to competeon the global market with a challenge of developing international expertise. Chinesecompanies are willing to improve their organizational structure, and one of theapproaches which these companies are meeting the challenges of external world, is hiringInternational top and middle level managers. The style of the business in China is uniqueand complex. International managers when they come to work in China bring theapproaches and skills of their home culture, which is significantly, distinguish fromChinese culture. Chinese companies grant new specific opportunities and challenges tocross-cultural collaboration. The practices of the Western and non-Chinese societiescould be extremely useful to determine the strength and weakness with improving theefficiency of the management level in Chinese enterprises.The thesis dedicated to analyzing of the impact International managers in Chinesecompanies’ working environment. The research based on cultural investigation of maincollision points between collaboration of International managers and Chinese employees.What kind of theories do Chinese companies need to apply, when they are hiring amanager from another country? What kind of managers do Chinese companies need tohire? How do these managers should organize the work inside the companies? Who isChinese employee and what kind of stimulus does he need? This research paper willcreate some suggestions and explanations which will help to better understand the natureof International managers and Chinese employees. The main goal of this work is toprovide knowledge for Chinese companies, which are willing to hire Internationalmanagers. So they could easily understand the main points of distinctive characteristicsof the difference between cultures and predict the behavior of the workers who have beeninvolved in this kind of collaboration. Motivation of Chinese workers and environment inChinese companies will be described here. All gained knowledge will be transferred intokey points, so results could be understandable. The Thesis will provide information,which could be easily used by Chinese companies and by International managers who aregoing to work in China. Literature shows us detailed information of the researches and experiences of othercountries in this area. And by analyzing these materials we can get more informationabout the society which we are going to research into. The results in general were basedon the knowledge, which one got through analyzing research papers and books dedicatedto the theme of the thesis and data collection. In the end it had been analyzed andinterpreted in answer of the issue we are solving. The purpose of writing this thesis is toshow that thesis topic demonstrates a significant and sophisticated management scienceproblem. However, some areas have still not received much attention in managementjournals, and while realizing that attempting to point out productive areas for furtherresearch will help us to well realize the relationship between Chinese environment andInternational managers. International Human Resource Management is really a huge area;there were a lot of researches done to describe the being of the managers in anothercountry, but there were describing problem only from one side, from Internationalmanagers’ point of view. This research was directly related to interaction betweenInternational workers from one side and Chinese employees from another side, and inparticular relations between them.The research analysis is based on the results of the interview and survey. Interviewhas been used a general interview guide approach, it was intended to ensure that themajor points of information was collected from each person, which provides focusedapproach with a certain degrees of freedom in receiving and analyzing information.Interview data shows us in-depth insights on participant attitudes, actions, thoughts andwhich is most important for us, experience. The survey data helped to understand thevolume picture of the being of International managers in China. This paper focuses on theresults, which provide a deep research analyzes of the situation we have fromInternational manager’s point of view by the qualitative interview and explanation ofChinese workers attitude by the survey results. Structure of the questionnaire wasprepared in that way where participants should express their feelings or opinion bygrading the questions. Research analysis was based on the interview and survey results.During the first step there have been interviewed6International managers who had anexperience in China. The survey step enveloped223respondents, where132participantswere Chinese employees and117were International managers. During the results phase four hypothesizes, which are directed to the work and cultural values, motivation natureand employer-employee relationship have been studied. The assessment of thehypotheses was based on the Analysis of Variance. The thesis was focused on studyingthe peculiarity of the relations between International managers and Chinese employees.In this study have been assessed the four hypotheses which are evaluate the relationshipsof the foreigners and Chinese employees. Basically, hypotheses have been directed toprovide the maximum information of which could be explained the perspectives of thepopulation of the survey.The assessment of the hypotheses showed that the hypothesis one, two and four hasbeen proved, the hypothesis three has been rejected. The findings presented during theliterature review, analyzed interview and survey results are valuable and could be used asa guidelines for the foreign managers. The results analysis showed that there is a highdependence in the working environment on the cultural values. Manager from hisperspective should understand the difference of his point of view and explain generaldecisions to Chinese employees, so the job could be done more effective. The maincollision points are listed below.For the conclusions it should be written that International manager should know theemployees and their abilities, with considering the social level of the worker it should beappropriate specific way to each person. Foreign managers in each situation mustunderstand the difference between classes in the culture and act very carefully.Employees in China will not appreciate if some of the approaches of encouragement willbe equally applied to the non-management and management group of employees. Itmeans that different staff should have different incentives from managers. Confucianpostulates are telling that every person should do the task which is just create for him,employees must be able to handle the task and they should be suitable for it and they willdo everything to succeed but if they will not, the person who will be guilty in this case isthe manager. In some cases manager should look after employees but shouldn’t makedecisions instead of them. Chinese managers used to be distant from employees, for theforeign manager is the worse practice, because the foreigner is already extremely distant.Chinese employees will not do the task which they are not willing to do, so managersshould involve them to the decision making process. International manager should be high sensitive to the changing of the environment in order to maintain the harmony at theworkplace. Because the high trust is accorded just to group members, while persons outof group are facing distrust. The rules of Daoism tells that everything should be in orderand every person should have his own way, manager should be strict and know the wayof self development any other case could bring a disappointment to employees. Thesocial identity of modern Chinese employees could be more complex than it shows up itrequires more complex and subtle approach. One of the main problem employee facesduring the work with the foreign manager is the lack of the knowledge of Chinese culture,sometimes this cause a lot of problems and misunderstanding in communication process.International manager must know the employees and their abilities, with considering thesocial level of the worker. Respect to the age is very important in Chinese society, if theforeign manager administrates the senior worker, he should accept the difference in theage and act more politely, public criticism of the senior employee by the foreign managercould cause a lot of difficulties and will disturb working environment very much. Theworkers support justified system of praise and punishment. But for the low-level andmiddle level management personnel the career development has higher priority thanmaterial encouragement. Foreign managers in each situation must understand thedifference between classes in the culture and act very carefully. Employees in China willnot appreciate if some of the approaches of encouragement will be equally applied to thenon-management and management group of employees. For every worker or group ofworkers good manager must find the appropriate way, so as bigger the experience of themanager as higher motivation level among Chinese employees.There are certain numbers of the limitations of the research, which are based on thelack of the experience of the one, population of the survey and some objective reasons:small number of interviewed managers could not show the objective vision of the allgroup of international managers in China; more than70%of the Chinese respondents arewhite collar employees; the majority of foreign managers who participated in the surveyare related to the medical business. If increase the number of the respondents moreinteresting aspects could be pointed out. The statistical analysis of the research could bebased on some biased and subjective results. Due to the integration of other cultures into Chinese one, intercultural relationsshould be the aspect with highly consideration. The sensitivity of Chinese culture hasbeen proved by the literature review and results analysis, Chinese society is verydependent on the cultural values and the person who will understand the significantpoints of the culture will be succeed in Chinese society. There are not just collaborationbetween international managers and Chinese employees, but collaboration with Chinesemanagers and foreign employees, foreign enterprises with Chinese companies. Todaywhen China became a large producer on the innovation market, foreign companies arewilling to open joint ventures outside of China with involving of Chinese capital, so theissue of cross-cultural collaboration, particular collaboration with Chinese companies isbecoming urgent. One should consider this kind of alteration and still there is big field tofurther research. The paper was directed to illustrate the main differences and collisionpoints between international managers and Chinese employees. Foreign managers shouldalways update the knowledge about cultural development to avoid the possiblecontradictions in the working environment.