Assignment three- Research Proposal
Assignment : Research Proposal
Words count :
Student : Miroslav Begov
Student number : 102886096
Programme of Study : N120International Business Management Subject Area of Proposed Study:
Cross cultural management: What are the main communication boundaries that lead western managers of International car manufacturing industries based in China, to the failure of successfully dealing with Chinese employees? Abstract
Furthermore the expatriates sent to China need some time to adapt in the country and understand the people, if the expatriate manager does not have sufficient time in order to develop the very important relationships with the personnel, it will be hard to understand and create any kind of communication style in order to survive (Bjorkamn & Schaap, 1994).
Manager’s personal attributes and previews background can affect the effectiveness of the necessary communication being established between the Managers and the Chinese employees (Peltokorpi, V., and Schneider, S., C. 2009) Different cultural backgrounds and experiences will form dissimilar ways of social networking (Wang, X., and Kanungo, R., N. 2004). Personal traits and the personality of the managers, according to Caligiuri (2000) are very important for manager’s quality of interaction. From two studies conducted by (Harrison, Chadwick, and Scales, 1996) it has been found that expatriate managers with a characteristic of self-monitoring will adjust quicker and better than self-low monitoring. Also It is expected that the more close an individual’s norms are with the host culture, the easier will be to establish contact (Jun, S. and Gentry, J. 2005). Misunderstandings and bad communications can lead foreign managers and employees to disagreements that most likely will cause problems, so adjusting communication styles and interpersonal relations can help to avoid to some degree those problems (Shenkar, O., 1990). Westerns and Chinese researchers through their researches insist that, one of the ways to improve communication with the Chinese employees is using ‘Guanxi’. The literature in recent years has been focused on more details of what ‘guanxi’ means. Guanxi is one of the most central terms that need understanding by managers if they are going to be dealing with Chinese people (Xiao-Ping, C. & Chao C., 2004).Western and any other managers that are not Chinese need to bear in mind that when they go to China for the first time they are shengren (strangers), until they have built enough relations and trust to become shou-ren (insiders). In order to build trust based friendships and relations, it is necessary to learn how to use ‘guanxi’( Su, C., & Littlefield, J., E., 2001). In research of 396 Chinese employees, it was found that ‘guanxi’ strategies can affect employee’s performance (Chen, Friedman, Yu, and Sun, 2011). Another research also supports that for an effective collaboration in China with people it is significant the base of ‘guanxi’, and that the quality of relationships the ‘managers develop with the employees affect employees effectiveness’ (Yi-feng Chen, N. & Tjosvold, D., 2007). A survey based email has been conducted in a research to investigate how important ‘guanxi’ as a strategy for foreign managers. Some of the main results were that managers need to interact and socialize with the employees in order to gain their trust, otherwise if managers do not build a bridge between them and the employees, conflicts will arise and employee’s morale will fall (Pearce, J., A., and Richard, B., Robinson. J., 2000). It is thought that one of the reasons that western managers of International Companies who are sent to China, fail to communicate and motivate Chinese employees is because, most of the expatriate managers are using western...