A discussion on the differences between the United States and China in regard to the decision-making process in business.
Written in 2009; 1,181 words; 4 sources; APA; $ 40.95
Paper Summary:
The paper explains that the primary difference between the United States and China's decision-making process is that the two countries consider various variables in the process and differently involve the personnel in the process. The paper discusses how Chinese staff do not have much to say, while in America, the employees are incorporated in the process. The paper also looks at Singapore where some employees play major roles in the process, while others have no part at all. The paper compares the the resources taken in consideration when making a decision and the transparency of the decision-making process and concludes that a country's culture is reflected in the business community and its making of decisions.
From the Paper:
"A First-Time Expatriate's Experience in a Joint Venture in China begins with the image of American manager James Randolf flying from China to the United States. His initial contract had been signed for a period of three years, but after 13 months, he was being sent back to the U.S. The company he was working for was an American-based one, with a joint venture in China, developed in hope for further expansion and success through the easy penetration of the Chinese market.
"Filtration Inc., and through generalization most of the American companies, place a rather strong emphasis on their human resource. For instance, prior to their departure in China, both James and his wife participated to numerous courses that would help them reintegrate in the Chinese society and best get passed the cultural barriers. The Chinese human resource is also increasing in the role and importance perceived by the management and proof of it stand the numerous laws and regulations implemented in regard to managing the personnel."
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