本篇論文代寫-員工行爲與期望讲了中國較低的個人主義得分可以從國家和企業關係的角度來解釋(Stock et al.， 2016)。如果翻譯得鬆散，這就意味着關係。從孔子的歷史教導和羣體意義來看，家族與企業的關係自然有助於在中國提供互動的基礎。在中國的語境中，擁有關係意味着通過幫助和信息共享使事情發生的能力。然而，從我們的角度來看，這並沒有發生。本篇論文代寫文章由英國第一论文 Assignment First輔導網整理，供大家參考閱讀。
Behaviour of Employee and Expectations
Lower scores of individualism in China can be explained through the perspective of Guanxi with regard to the nation and businesses (Stock et al., 2016). When translated loosely, this implies relationships. Coming from the Confucius historic teachings and the group significance, it is natural that relationships of family and business related nature help in providing the interaction foundation in China. Having Guanxi, in the context of China implies the capability of making things occur by favours and information being shared. This however does not occur from the perspective of US.
The Chinese culture collective nature is evident in other expectation and attitude related areas as well. Within China, when individual result in creating a newer product the notion is that needs to be shared. This however is in conflict directly with the genera approach of US to profit from individual creativity (Southworth et al., 2016). Employees within US interestingly focus over individual with a tendency of paying closer attention towards regulation and rules or doing this through books. On the other hand, Chinese do not have an issue circumventing with the regulations when required for getting something done.
Conflict Management
In China, conflicts are handled by avoiding them in the first place. The business men and their workplaces do not wish fostering conflict rather they believe in avoiding it. In US however this is not the case. The belief in US is to resolve conflict and to talk about it. In China it is all about being in harmony and not giving justice (Tran, 2016). Chinese do not use institutes for resolving conflicts with other members. As a matter of fact, major parts of social behaviour in China have evolved with the perspective to avoid.
Style of Management
Behaviour of employees is not the key perspective that differs between US and China. Style of management as well as performance are at opposing ends. As per Neelankavil et al. (2010), it was discovered that management style as well as the perspective of performance can be considered to depict continuum’s two extremes. An underlying pattern review revealed that US and China differed over all the managerial performance factors except that there is similarity in the domain of decision making and plans (Yen and Abosag, 2016). Cultural values is the key reason here. For example, managers in Chia have a will of taking credit for their team member’s work but this is not the case from the perspective of US. Most of the decisions are also made by the top management in China but this is not the case for the US based management style where collaboration is fostered.
Employees are regarded as the highly essential resource of any organization (Stock et al., 2016). This is due to their direct influence over the production and performance of an organization as this developed the primary basis for an organization to be distinguished from the other entities (Adekola and Sergi, 2016). This implicates that the management of human resource is essential in ensuring that such critical assets of the organization optimize their work along with the potential to reach the organizational objectives.
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