International Management The Case of China

Extant literature demonstrates that cultural factors not only shape but also influence how business organizations behave and perform in cross-culturally reflected international markets (Guang Trotter 6456).Advertising We will write a custom research paper sample on International Management: The Case of China specifically for you for only $16.05 $11/page Learn More The present paper attempts to develop a cultural profile of China and also explicate some key findings on Hofstede’s four dimensions of cultural differences. The cultural profile is presented along four main subsystems: religion, kinship, leisure and recreation, as well as dressing. In religion, the major finding is that China is an atheist state, but Confucianism, Catholicism, Buddhism and Taoism continue to influence significantly the basis around which the cultural aspects of Chinese life is organized. Most people practice Confucianism more as a philosophy than a religion, but this p ractice not only bears spiritual value but also provides them with some form of social interaction and impacts on everyday observances (Diversicare 16). In kinship, it is important to note the Chinese society is largely male-centered and the man continues to occupy a dominant position in the family in terms of decision making, but â€Å"Chinese women are increasingly acquiring greater equity with men as they contribute their income or labor often in a family business† (Diversicare 9). In leisure and recreation, the major finding is that Chinese people like to develop a structured routine by which they engage in leisure activities and they like sticking to these routines without failing. The family plays an influential role in deciding which recreational activities to engage in (Diversicare 12).Advertising Looking for research paper on cultural studies? Let's see if we can help you! Get your first paper with 15% OFF Learn More Lastly, in dressing, the Chinese hav e no specific rules or customs that govern the dress code and clothing is usually chosen for comfort or to reflect the fashion of the day (Diversicare 10). International organizations wishing to conduct business in China need to develop foresight into the prevailing attitudes in the country (Selmer 68). The prevailing attitude towards time is that it should be managed effectively to avoid wastage as it is a critical asset that determines success. Various religious doctrines in Taoism and Buddhism do not allow individuals to change or alter the environment (Selmer 72), thus it may prove challenging to initiate change in China because people who are guided by these doctrines may choose to adjust to the physical environment rather than alter its normal functioning. Many Chinese are still influenced and shaped by Confucianism and communism, with this being reflected by how they demonstrate the collective wellbeing of society rather than individualistic predispositions. Today, however, t his trend is changing as more Chinese are pushed by materialistic intentions to make money for themselves and their families (Hay para. 1). Hofstede’s seminal work â€Å"resulted in a path-breaking framework for understanding how basic values underlie organizational behavior† (Deresky 100). This section aims to briefly outline Hofstede’s findings regarding the four value dimensions, namely â€Å"power distance, uncertainty avoidance, individualism and masculinity† (Deresky 100). In power distance, Confucian teachings and communist orientations influence many Chinese employees to acknowledge the boss’s authority simply by demonstrating respect to the position of power in the hierarchy.Advertising We will write a custom research paper sample on International Management: The Case of China specifically for you for only $16.05 $11/page Learn More In uncertainty avoidance, Chinese kinship and family systems give rise to high level of uncertainty avoidance, implying that organizations that wish to operate in China are likely to be governed by strict rules that achieve high adherence from employees (Deresky 100). In individualism, the Chinese people are increasingly moving away from the yoke of communism towards individualism and therefore employees are now regarding individual initiative and personal achievement towards economic empowerment. In masculinity, more Chinese women are joining the formal labor force but are yet to achieve high-level jobs. It can therefore be argued that China lies somewhat in the middle of the masculinity-femininity paradigm as there is a demonstrated concern for others though assertive orientations are still prevalent (Deresky 101). Works Cited Deresky, Helen. International Management: Managing Across Borders and Cultures. 7th ed. Upper Saddle River, NJ: Prentice Hall. Diversicare 2006, Chinese Culture Profile. PDF File. Web. Guang, Tian Dan Trotter. â€Å"Key Issues in Cr oss-Cultural Business Communication: Anthropological Approaches to International Business.† African Journal of Business Management. 6.22 (2012): 6456-6464. Web. Hays, Jeffrey. Chinese Society – Confucianism, Crowds and Villages. 2011. Web.Advertising Looking for research paper on cultural studies? Let's see if we can help you! Get your first paper with 15% OFF Learn More Selmer, Jan. â€Å"Cross-Cultural Training and Expatriate Adjustment in China: Western Joint venture Managers.† Personnel Review. 34.1 (2005): 68-84. Emerald. Web. 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