It forms part of a language family called the Sino-Tibetan family of languages.Ĭhinese includes many regional language varieties, the main ones being Mandarin, Wu, Yue and Min. The Chinese language is the group of languages used by Chinese people in China and elsewhere. Without proper rendering support, you may see question marks, boxes, or other symbols instead of Chinese characters. If they do succeed, however, they will prove themselves masters at managing complexity, equal to the most difficult challenges this increasingly complex world presents.This article contains Chinese text.
If they do not succeed, Chinese companies will continue to act chiefly as subcontractors for the world’s global corporations. The future of Chinese business depends in large part on its leaders’ ability to resolve these four tensions. In terms of aggressiveness and strategy, it may be that these executives will sometimes act like their non-Chinese competitors, but they will not be more like them. Even as Chinese executives learn to cooperate with non-Chinese colleagues and partners, they will remain true to their values and will make a point of demonstrating national pride. The wound to national pride remains open, and its influence should not be underestimated. In the eighteenth century, China was the dominant world power until its prestige declined as a result of foreign invasions and pressures. That attitude is the consequence of history. A global perspective that reflects emerging cultural and societal norms may compromise those traditions. Great leaders, they believe, are faithful to Chinese traditions. Global Perspective Versus National Pride.Ĭhinese managers told us they consider “worldliness” to be a negative trait that inhibits outstanding leadership. Executives’ attempts to downsize for efficiency, demand high performance from employees, and cut employees’ benefits conflict with Chinese society’s ingrained values of caring for the group.
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The country’s financial system is reducing the number of loans it makes to keep companies running, and many Chinese businesses no longer support employees by ensuring lifelong jobs and providing apartments, hospital care, or even movie tickets. Self-Sufficiency Versus Reliance on Government.Ĭhinese executives are already adopting a more businesslike mien as they wean themselves from political and social support. Their challenge is to abandon their strong emphasis on personal trust and instead develop mechanisms for formal trust-for instance, clear-cut, objective performance metrics and specific rules and regulations that are less susceptible to individual interpretation.
Chinese executives recognize that they must work closely with many groups (including non-Chinese ones) to sustain global expansion. In-group cultures tend to resist new or different ideas and impede cross-unit collaboration and coordination. That is, employees work only with those they know and are intolerant of diversity. Diversity Versus Insularity.Ĭhinese businesses typically encourage “in-group” cultures. Although executives recognize that they must give employees real decision-making power and push responsibility further down in the organization, they will struggle against a long history of benevolent paternalism. However, today’s Chinese leaders are autocratic employees defer to them. Organizations must reward creativity, encourage entrepreneurship, and facilitate knowledge sharing. Such ambitions require an emphasis on innovation. Having established themselves as high-quality subcontractors and mass producers, Chinese companies dream of saturating the world with their own brands-homegrown equivalents of, say, Sony and Cisco. Based on respondents’ answers and on our understanding of globalization, we identified four tensions that will influence how these leaders develop over the next 15 years. The survey was part of a ten-year study of 62 cultures called Global Leadership and Organizational Behavior Effectiveness, or GLOBE. To understand the pressures these nascent leaders face, and the effect those pressures may have, researchers asked 158 middle managers in mainland China about their cultural practices (how things are done in their businesses) and about their values (how the managers believe things should be done). As a result, Chinese executives today are in flux. But despite all the talk about China’s influence on the world, the world is also shaping China’s business leaders as they reach out through foreign acquisitions and international partnerships. As China’s economy surges toward $6 trillion in 2020, Chinese executives are assuming prominent roles on the global stage.
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