China Management Handbook: The Comprehensive Question and by Frank; Boos, Engelbert; Boos, Englebert Sieren

By Frank; Boos, Engelbert; Boos, Englebert Sieren

With China's accession to the WTO in Spring 2002 it really is crucial that Western traders and company humans get an efficient 'tool package' which allows them to reach the hugely aggressive chinese language marketplace and to house the problems and alterations that the WTO will deliver. As a consultant for western traders this booklet supplies the reply to the a hundred most important questions about working or restructuring enterprise in China. The query and solution structure permits the reader to choose info quick for a particular scenario.

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That there are many differing attitudes and changing ratios lies in the nature of a large country with a huge population. Nevertheless the economic development of a country is reflected in its common behaviour and the performance of its people. Some characteristics and habits that western managers are often confronted with are explained below. Having suffered under Mao's obsession with mass movements and collectives, Chinese today tend to be quite selfish and individualistic. After 30 years of campaigns, this is not surprising, especially since those were usually short lived and quickly replaced by other movements that called for the exact opposite.

Instead of counting on automation and division of labour, millions had to use the most primitive of tools or even their own hands to till the land and build bridges, streets or channels. Everybody was supposed to do everything. Villagers were forced to produce their own steel in tiny little steel mills, live off their own agricultural products and build their own roads. The results were disastrous. The newly set up industry broke down. Western scholars estimate that between 20 and 30 million people starved to death because of famines partly caused by this economic insanity.

Centuries of lethargy in imperial times and chaos during the republican transition period were now followed by a time of unbalanced, precipitate reforms. Short-lived hopes (1949±56) Mao was not hesitant; he knew he had to move swiftly to restructure China. And his analysis of the situation was correct: after centuries of immobility under the emperors, China had fallen far behind the west. In order to become competitive, China had to make enormous efforts to catch up. But Mao's conclusion tragically had a small, but momentous error.

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