Establishing An Electronic Communications Ltd Culture In China

br 1The Electronic Communications Ltd had firmly established itself in China by opening its production facilities at Tianjin scotch Technological Development Area in 1992 , and by 2000 had spread out to one holding company , seven joint ventures and 26 subsidiary companies with a staff strength of 13000 . It is now approach with a cluster of problems that need to be addressed in effect with immediate effect to off decorate the negative impact that whitethorn have to be faced receivable to impending tilt resulting from the massive influx of foreign investment into the countryThe biggest problem that of necessity immediate attention is the difference in the purification and foster system of Chinese people as compared with what is expected by the forethought of ECL in keeping with the work culture that is prevalent in all its other production centers around the humanness . The Company has fared very well since 1930 when it started manufacturing wireless receivers in the States , and has since made rapid strides in qualification a universe of discourse wide presence for its high quality products . This has been possible due to stringent quality control measures and adhering to the value system of the organisation as initiated by its founder Patrick Wright . Now , with the presence of massive potential for furtherance of its business interests in China , ECL has to toy the challenge to mould itself as per the work culture overriding within China since it is not possible to change the culture and outlook of the massive local work forceA change in the value system and outlook of the Chinese worker is pregnant since the Company has always excelled in an environment that is based on the best business practices which were hitherto not practiced in China . This basically is an issue related to Human Resources and the precaution must deal with it on top priority and in right earnest .

In the present context , the Chinese are not as dashing as a professional environment demands in times of rapid maturation and development that is taking place . They recollect in regard and humility , they are not proactive and there is wishing of 2teamwork amongst them . They differ significantly in their communication styles since their present affectionate system warrants exhibition of individual capabilities rather than teamwork and synergy . They believe more in ain relationships than in managerial authorization . While the Westerners are emphatic astir(predicate) being special , the Chinese have a casual purpose orientated approach for achieving objectives . Not much importance is given to personal development by the Chinese worker who prefers a management style that is motivated with finding short cuts rather than a system that allows managers to delegate and to speed up the decision making processIt is indeed a daunting task to bring about the desired changes in the Chinese worker in collect of the cultural differences , but the management is bound to strike a balance in developing a common set of values Constant respect for people and romising integrity is a core...If you want to get a full essay, order it on our website: Ordercustompaper.com

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