Differences Between Westerners And Chinese Behaviour example essay topic

Topic: Discuss the industrial relations challenges faced by an American owned hospitality business wishing to expand into Asian country. "The growing importance of world business has created a demand for managers sophisticated in global management and skilled at working with people from other countries. Cross-cultural management explains the behaviour of people in organisations with employee and client populations from many different cultures... and seeks to understand and improve the interaction of co-workers, managers, executives, clients, suppliers, and alliance partners from countries and cultures around the world". (Adler, 1997. P 10) Culture and work behaviour Culture is a broad term that includes the beliefs, customs, patterns of behaviour, and institutions of a particular group of people.

Culture influences a value systems and behaviours. When people interact within own culture, they are all aware of the "rules" that guide standards for behaviour. However, when people are talk and work with anyone who has been raised in a different place, difficulties often arise because they do not always share the same standards. A manager's values and beliefs will influence the way they relate to their employees.

This means that managers from different cultural backgrounds will behave in differently towards employees. By increasing awareness of the ways cultural difference can effect communication in the workplace, and by reviewing some guidelines for behaviour, a manager should have less problems during work terms. This assay looks at some aspects of operating in two different countries China and United States. Two different cultures and behaviour influence on way how employees are treated. To understand that better know dissimilarities in value systems, protocol, workplace behaviour etc... Value Systems Americans tend to be individualistic and competitive behaviour is often expected in the workplace.

Employers usually want their employees to work independently with minimal supervision, to take initiative, and to make decisions on their own based on company policy. However, employers also expect their employees to be adaptable, and sometimes will want them to work collaboratively in a team environment. Although employees often work independently with day-to-day tasks but companies are often organized hierarchically, and employees must follow their supervisor's directions. When employees are making decisions, seeking information, or dealing with problems, they will be expected to follow the proper channels of authority within an organization. Also Americans tend to value objectivity and will often seek input from all members of the team.

Usually a supervisor will be expected to voice employee's own opinions and offer suggestions. China stressed on a Collectivist culture. Long Term Orientation is the highest ranking factor in China. On contrary, China has very low Individualism factor. As a rule, the Chinese tend to avoid taking initiative in the daily operations of the joint venture. All situations are viewed as being quite complex and full of uncertainty, bringing threats to stability and harmony.

It is better to live with the known status quo, rather than initiate a new and possibly disconcerting situation. If the parts do not arrive, or the marketing study is behind schedule, it is better not to raise the issue, much less do something to change the status quo. When dealing with authority figures, the Chinese as a rule fulfill their obligations to authority by being compliant. They emphasize vertical relationships and would not risk offending authority by cutting horizontally across functional or business lines to resolve an issue.

They see themselves as following the correct protocol and demonstrating the correct behaviour, which in fact have been clearly proscribed in the Confucian principles. Relationships in the Workplace Americans tend to make a distinction between their personal and family affairs and their business relationships. It is not uncommon to discuss what you did on the weekend or leisure activities with your co-workers; however, it is inappropriate to discuss personal problems during work hours with co-workers. Relationships between employees and supervisors are often more formal than relationships between co-workers.

Employees should show respect towards their supervisor; for example, employees tend to use a more formal level of English with supervisors and do not trouble their supervisor with unimportant matters. A high level of professionalism is vital in relationships with superiors. Also support staff should be treated with the same level of professionalism as superiors and co-workers as they are generally the backbone of an organization. Compared to the US, Asian people are less open and have been conditioned to keep their opinions to themselves. The Chinese have a cultural tendency to see people as essentially either "insiders", who are members of the group or organisation, or "outsiders", who are strangers. They behave quite differently with each of these informal classifications.

Outsiders are often treated with an indifference that can easily border on contempt and no one feels the slightest obligation to look after them or deal with a simple request. Trying to get assistance from another organisation can be a hassle, as the people there feel no responsibility to assist the outsider, indeed quite often they seem to feel a compulsion to frustrate them. When doing business or working with Americans, an appreciation of their behaviours, culture and business etiquette can greatly enhance chances of success. Americans now seem more determined than ever, in the wake of September 11, 2001, to try to plan for - and predict - all eventualities. They believe that by planning for something, you " re prepared and can act quickly and profitably to either exploit a commercial opportunity, or avoid a risk. There isn't much time and there are lots of goals to accomplish - to do that create a plan!

Communication is informal and straight to the point. Americans move quickly to complete tasks and get results, and in the process they can neglect the 'personal' aspect of business. They love memos, agendas, numbers and data - focusing on facts not feelings. Americans in business work to create a team spirit around a clear and defined purpose (like planning or product launches). Managers are trained to bring people in - socially and psychologically - around a common purpose.

In most companies everyone is addressed by their first name without honorifics - no matter their age, gender or status - to further underscore the idea of equality and open communication. The idea that all people should have the same opportunity is key to the American's idea that no-one (customer nor supplier) should get preferential treatment - the rules of the game should be the same for everyone. Americans are independent and spirited. Consistent with the certainty that everyone is created equal, they view people as special and unique, and entitled to express themselves.

Whether it is structuring the hours they work, or ordering coffee or a pair of jeans, Americans are independent. They want choices and to have their opinions recognised. Chinese managers like to hurry and do things very quickly - there is always a sense of pressure and urgency. There is a lot of difference when it comes to leadership and authority. In the West, leadership often tends to be task-focused and straightforward. Chinese managers, however, tend to be more focused on to determine who is awarded a role or task.

In China, the personal relationship will determine who gets to do what. In traditional Chinese culture the boss is all-powerful and the organisational hierarchy is a critical element of managing an organisation or business - it is the key mechanism to running the business. As a boss you are expected to know all the answers and be the source of clear direction. People expect the boss to instruct and lead at all times, and staff will wait for that instruction and thus be heavily dependent on the boss.

This means that people lower down the organisation tend to take less initiative and ownership, a behaviour that might be viewed by some Western managers as avoiding responsibility. Titles are also very important. First names are not appropriate and people use formal titles to address the boss -formality and respect must be observed. There are many differences between Westerners and Chinese behaviour. When dealing with non-Chinese co-workers on day-to-day business issues, the Chinese tend to be passive and polite in their communications.

They will follow closely the discussions in the business or operations meetings, usually maintaining a friendly demeanour. However, the communication process tends to be one way, with the Chinese co-workers responding to the initiatives of others. For example, when asked for the status of restaurant customers on how they are feeling or being taken of, their answer would tend to be subtle and somewhat circuitous, rather than a direct one which clearly describes the problem with the service, what has been done to improve the situation at present. While this passivity and politeness are at best puzzling to the Westerner, a Chinese cognizant of the Confucian principles of behaviour would cite this as an example of virtuous behaviour: show respect and consideration for others; treat others as you would like to be treated. The Westerners see this behaviour in a different light.

They find the Chinese to be evasive and misleading in their communications. The Westerners occasionally become very upset when they realize they have been misled by a false sense of progress. Further investigation may reveal that, for example, repair on the machine has not even started owing to the lack of spare parts or possibly to the fact that the Westerner did not issue the proper work authorization. Not understanding "correct behaviour", the Westerners misinterpret the situation and conclude that information has been intentionally withheld, for bureaucratic or personal reasons. Western communication practices encourage them to be more articulate, direct and to the point when discussing an issue, such as the status of the machine repair. They will willingly provide feedback on their own performance and that of others, even when not asked.

They will also ask for feedback from their Chinese co-workers regarding their performance or that of others. If no response is received, they tend to assume that the communication has been effective and all is going according to plan. Westerners see themselves as behaving as effective communicators by dealing with work and performance issues directly and to the point. The Chinese, however, view this behaviour in quite a different light. They find the foreigners to be offensive in their directness. They view them as intentionally insulting others by pursuing issues in a culturally inappropriate way or by providing feedback that is not requested and is unwanted.

Owing to their collective orientation and desire to be group members rather than independent individuals, the Chinese resent receiving either praise for exemplary individual performance or negative criticism, in public or private settings. The foreigners are viewed as creating uncomfortable situations by asking for feedback which could embarrass someone if given truthfully. Westerners see their Chinese co-workers as being over dependent on authority figures and unable to behave as individuals. They interpret the Chinese unwillingness to pursue horizontal relationships with peers in other organizations or functions as a sign of excessive preoccupation with bureaucracy and hierarchy. In many cases, Westerners become frustrated when they realize that they themselves are seen as the ultimate authority on a particular issue.

They become bogged down with endless detail on a daily basis, making it difficult for them to deal with the larger issues at hand. They complain of spending so much time doing the work of their co-workers and / or subordinates that they are not able to do their own jobs. Westerners attempt to respect vertical relationships while pursuing horizontal ones in an effort to rely on peers as well as superiors for information and decisions. They treat authority figures as knowledgeable but imperfect individuals. They view themselves as balancing respect for authority and age with the responsibility to make competency-based contributions. On the other hand, the Chinese view them as being rude and impolite, lacking respect for authority.

They are seen as violating the natural order of things. In cases where the Westerner is viewed as an authority figure, the Chinese become upset when they fail to meet their role obligations by, for example, failing to provide "real time" instructions to their co-workers on the correct way to perform a task. The Chinese see them as avoiding their obligation to show consideration and protect them from mistakes, and the resulting loss of face.