Reflections Of Learning: Exemplar Essay To Follow

The top three insight that I learned from this session are that in Chinese companies: the “boss-employee” relationship is simultaneously more impersonal and personal than the similar relationship in the United States or other western nations, there is an informal promotion or demotion framework that is not based on merit, and lastly, that there is a very low level of company loyalty among employees.
First, the common organizational structure of a Chinese company is extremely hierarchical. In other words, power is concentrated at the top leadership. Top leadership is often headed by the founder and co-founders of the company. Accordingly, the number of decision-makers is small and closed. Most decisions are made within that group and disseminated downwards as commands rather than suggestions. Employees at lower levels, such as managers, are expected to either take the steps that are needed to satisfy the leadership’s demands or, in the case of staff members, follow and carry out orders. There is opportunity for independence or freedom of thinking at the lower levels. Disobeying orders from higher-ups is strenuously discouraged. On the other hand, despite the general authoritative tone of leaders and managers, bosses in a Chinese company can develop quite close relationship with staff members. This is possible because leaders are expected to be humanistic. That is to say, Chinese leaders are expected to care for their employees. This can include issues that many western leaders and employees might consider to personal to include in a work relationship. For instance, Chinese leaders might worry about their employees’ housing situation, schooling for their children, or even whether their parents are being looked after.
Second, whereas in the west, more often than not, if one is promoted or demoted will depend upon your work and experience. If you do well, the chances are that you will eventually be moved to a better position. While this is also true in China, Chinese companies often also have informal personal networks that are useful in determining a person’s status. These personal networks, known as guanxiwang in China, focus on personal relations that are established or developed through a broad range of methods. For example, a guanxiwang will exist if a person is related, from the same hometown, school or interests. Moreover, it can also be developed by through more questionable means such as gift-giving and granting of favors. However, a network is established or developed the goal is to use it to benefit oneself or someone else. For instance, a human resource manager at a company might help a friend get a job by only telling that friend of the job opening; or a person might ask a family-member or classmate to “put in a good word” for them with a company after they apply for the job.
Third, Chinese employees lack company loyalty. In other words, the white collar working force, at least is highly mobile. There are a number of reasons for this situation. First, on the manager level, there are so few Chinese mangers that have studied abroad or obtained advanced degrees or experience that they are a prized commodity. Accordingly, it is quite common for companies to offer better salary and benefits as an enticement for managers to leave their current companies. Second. Chinese workers’ demands are increasing. Nowadays, not only do they want a higher salary but also increased benefits such as training and promotion opportunities, and a more comfortable life-work balance. The Chinese job market, however, still remains one of the fastest growing in the world. Accordingly, it is quite easy for Chinese workers to give up one job if another offers them the salary and benefits that they want because there are so many opportunities and choices for them.