China's Managerial Revolution

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Malcolm Warner
Taylor & Francis US, 1999 - Business & Economics - 255 pages
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The reform of Chinese management has been high on the PRC government's agenda. Since 1978, while China has been moving from a command economy to a socialist market economy, it has had to turn its economic cadres into managers as part of its Four Modernizations and Open Door reform policies. The contributors here examine in detail the managerial revolution now taking place in China. Special attention is given to ways in which the Dengist market-driven model has been introduced at macro- and then micro-enterprise level; the introduction of the contract responsibility system which has increased managers' autonomy in decision making; and the ways in which many of the old state dinosaur firms are being in effect privatized, with enormous inplications for both managers and workers. The analysis centres on reform in the areas of HRM, joint-venture creation, managerial motivation, managing corporate networks and organizational learning.
 

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Contents

Chinas Managerial
1
A Market
11
Managerial Adaptation in a JAN SELMER
29
Guanxi and Salesforce Management
73
Management in the Chinese
94
Transferring Ownershipspecific
119
Managing Corporate Networks from JOHN CHILD
147
Managerial and Organizational
181
Implications
204
The Myth of Human Resource MALCOLM WARNER
223
Implications for Employment
238
Notes on Contributors
247
Index
253
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About the author (1999)

Malcolm Warner, professor and research coordinator, Administrative Staff College and Brunei University, England.

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