Managerial Styles: A German-Chinese Comparison
Essay from the year 2009 in the subject Communications - Intercultural Communication, grade: 1,3, Furtwangen University; Villingen-Schwenningen, language: English, abstract: The paramount goal of intercultural management is to revise organizational patterns in order to provide an understanding of the different approaches used by managers worldwide. Identifying significant differences in management in Germany and China is established through comparison of socio-cultural and managerial variables. Chinese leadership is characterized by more authorial rather than participative management style. This is explained by Chinese historical and cultural background. The Confucius heritage, legacy of communism, synthetic view of the world and interrelatedness of life in China are some of the essential determinants of managerial styles and social roles at all. Rationalism and objectivism, search for certainty, traditional individualism and analytical thinking are some of the key variables to shape the German managerial styles. Socio-cultural differences are examined in terms of way of thinking and perception of the world; contextual meaning and degree of group-orientation. Managerial differences are divided into three categories: organizational structure, managing processes and interpersonal relations.
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Adler analytical thinking art of networking Asian Business with Germans China Trade Chinese managers Chinese society collectivism Collectivistic cultures concept Confucianism Confucius heritage contextual meaning cultural determinism determinants of managerial determinism in managerial difference between Germany Farmer/Richmann model German and Chinese Germans focus Germany and China Guanxi and Mianzi his/her Holistic impact on managerial individualism and analytical Inside Chinese Business Intercultural Dimensions Intercultural management Interpersonal relations 3.3.1 known as guanxi Laws and Contracts legacy of communism low context cultures management in China Managerial differences managerial styles Managing Processes 3.2.1 model of socio-cultural motivation Nikolaus non-verbal signs organization Organizational Behaviour Organizational structure 3.1.1 participative management approach participative management style power distance prerequisite for future process and interpersonal qualities and education Rationalism and objectivism Schroll-Machl social roles Socio-cultural background Socio-cultural Differences 2.1 socio-cultural influence Socio-cultural variables specific cultures structure in China Sylvia synthetic view traditional individualism uncertainty avoidance Western world and interrelatedness