Comments on: Can your expatriate China manager manage? http://www.china-briefing.com/news/2008/03/13/can-your-expatriate-china-manager-manage.html Fri, 5 Sep 2008 06:57:01 +0000 http://wordpress.org/?v=2.3.2 By: Michael Jiang http://www.china-briefing.com/news/2008/03/13/can-your-expatriate-china-manager-manage.html#comment-9282 Michael Jiang Thu, 20 Mar 2008 08:13:07 +0000 http://www.china-briefing.com/news/2008/03/13/can-your-expatriate-china-manager-manage.html#comment-9282 People in China have a somewhat more indirect style than most western countries. Chinese would appear to be less willing than you to ask questions or give direct feedback in meetings, especially when more senior members are present, or be more subtle when expressing disagreements. So when you working with you Chinese colleagues, it’s advised for you to try a new approach by avoiding an eye contact that is too direct or prolonged. When entering a new situation, avoid overemphasizing your accomplishments or personal background, such behavior may be seen as selfish or arrogant. Also, Chinese people are more interdependent exposed to the west, so people in the country would require more input from others before taking action than you do, or take more time in their decision-making process than you. In that way, you’re advised to listen well and demonstrate an interest in learning about the local situation before taking action. Find a way to transmit your qualifications through information that implies your experience, status, affiliations, and accomplishments. Boundaries of privacy may differ, and you may be asked questions that you consider “too personal”. Try not to take offence, but find a way to deflect the questions in a pleasant way if you do not want to give a direct answer. Chinese people pay a great deal of time and energies on building up social relationships with others. People in the country focuses on “long-term” view which means your Chinese counterparts are likely to place more emphasis on the “big picture” and less emphasis on short-term profits. So it’s no wonder why Chinese often take more time than most westerners to develop business relationships, but they may also expect them to last longer. In the situation like this, establishing credibility and trust with those who have a long term orientation requires patience and commitment. Trust and relationships tend to build slowly over time, through on-going meetings and after hours socializing. Demonstrate your commitment to the business relationship through on-going phone and face-to-face conversations. Emphasize more on the positive aspects of the business relationship developed over time. People in China have a somewhat more indirect style than most western countries. Chinese would appear to be less willing than you to ask questions or give direct feedback in meetings, especially when more senior members are present, or be more subtle when expressing disagreements. So when you working with you Chinese colleagues, it’s advised for you to try a new approach by avoiding an eye contact that is too direct or prolonged. When entering a new situation, avoid overemphasizing your accomplishments or personal background, such behavior may be seen as selfish or arrogant.

Also, Chinese people are more interdependent exposed to the west, so people in the country would require more input from others before taking action than you do, or take more time in their decision-making process than you. In that way, you’re advised to listen well and demonstrate an interest in learning about the local situation before taking action. Find a way to transmit your qualifications through information that implies your experience, status, affiliations, and accomplishments. Boundaries of privacy may differ, and you may be asked questions that you consider “too personal”. Try not to take offence, but find a way to deflect the questions in a pleasant way if you do not want to give a direct answer.

Chinese people pay a great deal of time and energies on building up social relationships with others. People in the country focuses on “long-term” view which means your Chinese counterparts are likely to place more emphasis on the “big picture” and less emphasis on short-term profits. So it’s no wonder why Chinese often take more time than most westerners to develop business relationships, but they may also expect them to last longer. In the situation like this, establishing credibility and trust with those who have a long term orientation requires patience and commitment. Trust and relationships tend to build slowly over time, through on-going meetings and after hours socializing. Demonstrate your commitment to the business relationship through on-going phone and face-to-face conversations. Emphasize more on the positive aspects of the business relationship developed over time.

]]> By: Helen Wang http://www.china-briefing.com/news/2008/03/13/can-your-expatriate-china-manager-manage.html#comment-8560 Helen Wang Thu, 13 Mar 2008 05:59:32 +0000 http://www.china-briefing.com/news/2008/03/13/can-your-expatriate-china-manager-manage.html#comment-8560 I have worked for many JVs over the past 15 years in HR. There is a tendency for I would estimate at least half of all foreign managers not to try to connect with Chinese staff. They usually will stick together, go out together to bars, and do not socialise or interact at all well with Chinese colleagues. It is also true that the Chinese staff will be more shy and need to be approached first. It is something we are trying to deal with at my current employer to create a more unified and shared approach to finding solutions in the China workplace. Thank you I found this and the previous "Can Your China Manager Manage" article very useful and clear. I intend to implement some of your ideas and will discuss this with colleagues. Building harmony jointly in the workforce between local and expatriate staff is very important. I have worked for many JVs over the past 15 years in HR. There is a tendency for I would estimate at least half of all foreign managers not to try to connect with Chinese staff. They usually will stick together, go out together to bars, and do not socialise or interact at all well with Chinese colleagues. It is also true that the Chinese staff will be more shy and need to be approached first. It is something we are trying to deal with at my current employer to create a more unified and shared approach to finding solutions in the China workplace. Thank you I found this and the previous “Can Your China Manager Manage” article very useful and clear. I intend to implement some of your ideas and will discuss this with colleagues. Building harmony jointly in the workforce between local and expatriate staff is very important.

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