By Johan Bjorksten
This precise booklet discusses how one can deal with a company in China. it really is in line with the useful sensible event of entrepreneur Johan Bjorksten, who effectively outfitted an area consulting company with over a hundred staff, and Anders Hagglund, a professional supervisor who organize high-growth and hugely ecocnomic operations in China for an immense commercial multinational. The publication offers generally acceptable suggestion in line with reviews from diverse industries, together with yet no longer constrained to these of the authors. so much books approximately enterprise in China belong to at least one of 2 different types: autobiographical 'success tales' or educational treatises. "Managing in China" is going past those genres to supply hugely proper, functional recommendation and checklists, in addition to concrete and illustrative examples from the authors' personal adventure. "Managing in China" succinctly explains how old, cultural and social components effect cutting-edge chinese language company atmosphere, and the way managers may still take this into consideration in day by day operations. The publication specializes in coping with in a rapid-growth surroundings, but additionally presents suggestion on the way to confirm sustainable operations and profitability in mature industries or a brief downturn.
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Extra resources for How to Manage a Successful Business in China
A way of giving face and establishing a relationship: “I have excellent guanxi with them; I invited their chairman to hold a speech at the Chamber of Commerce last year”. A networked view of the world, a problem-solving approach that uses contact networks to quickly find information or solve problems: “I called some guanxi in the industry, and it seems that what we are dealing with is actually a rather common problem. They suggest we solve it by…”. A recent university essay on guanxi by Nils Hedberg defined the concept as “a Chinese system of favors emphasizing trust, often founded on… common experiences”.
Any manager will of course from time to time need to deliver constructive criticism, promote people, or assemble cross-functional teams where the most senior manager may not be the most qualified leader. How can we deal with such issues without causing our colleagues to lose face? Timing, context, and communication matter. • • Avoid criticism in front of others: If you need to discuss performance on a particular issue, do it behind closed doors. This does not mean you have to put on kid gloves.
It was a gift from the Mayor of Shanghai”, said one of our business acquaintances, proudly displaying the tasteless painting on his back wall and the photo of him shaking hands with the local bigwig. “Shanghai has more people than Sweden”, he beamed, “so meeting this guy is like having a chat with the Prime Minister of a country”. But what exactly is the real value of such a meeting? The ceremonial format usually gives little or no room for substantive exchanges. No real business opportunities are discussed, no practical issues solved.
How to Manage a Successful Business in China by Johan Bjorksten