James observed that when Chinese managers were dealing with subordinates, decision making was very top-down. This resulted in virtually all decisions of any consequence being made by the Managing Director. James was extremely fortunate that the Managing Director appointed by the Chinese partner was willing to share his power. He and the Managing
Director developed an excellent relationship, which James consciously worked on in the firm belief that this was the key to business success in China. Toward the end of his time at the IV, James was frequently being left in charge of running the factory while the Managing Director was visiting outside friends of influence, customers, and potential customers. The only other manager that shared this distinction was the Director of Personnel.
The Personnel Department in this is as in the state-owned Chinese companies, was unusually powerful when compared to most U.S. companies with which James was familiar. It maintained the all- important employment lilies and was very connected to the Communist Party.
OBSERVATIONS OF CHINESE MANAGEMENT METHODS : A First Time Expatriate is Experience in a Joint article from Business Technical Catagory OBSERVATIONS OF CHINESE MANAGEMENT METHODS
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