Previously, gathered knowledge of the Chinese managers is now considered to be obsolete and not relevant. These managers who had spent considerable time in learning the skill now feel that their skills are useless in the current satiation. It has no relevance on how the newer age systems work and have issues in coming up with innovative strategic management practices.

Chen and Partington, 2004 had assimilated literature between the western and the Chinese style of management. It was found from this research that these two styles of management were starkly different from each other. In the case of Western organizations, the managers set out and develop the shared vision. However, in the Chinese enterprises, the manager is expected to behave as a benevolent father who paves out the pathway for the people to follow. Implicit obedience is expected of the employees. This can help in gaining expediency of the processes. Chinese managers are able to bring in more change and maintain productivity by this policy. But the communication is largely one sided. There is no feedback received from the employees. Employees do not have any autonomy of the processes and hence are not able to feel any ownership towards the company.
There is poor work life balance that leads to the eventual frustration of the employees and this leads to higher employee turnover rates to the companies.
One of the significant barriers is the increasing gauge of the business English by the companies and the managers feel alienated in this process . In the case of earlier China, the majority of the managers were not educated beyond the high school level. They were promoted based on their political and social connections. There is no real formal training provided to the employees . The reasons for challenges felt by the managers were that there were many objectives and ambitious approach. There were no clear organizational rates. Owing to increasing foreign investors, there has been high level of employment opportunities. This has led to high turnover rate for the companies. There are no proper incentives given to the employees to stay with the company (Crawford, 2014). People are still conflicted about the various issues and feel it to be a burden to stay competitive in this environment.

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