Comparative management practices and training

Abstract

This article seeks to highlight the realities, myths and polarisation of western and Chinese management styles. The article establishes the need to develop an understanding of the underpinning culture and traditions which differentiate management styles. The article provides personal examples of the authors’ experience in straddling the cultural boundary of West and East. The article further advocates a model for establishing the training needs of western and Chinese managers in preparing them to deal with China’s entry into the World Trade Organisation. Internal disparity in China and Europe is briefly highlighted and the article suggests the need to focus on the potential for comparison in cross‐cultural negotiations and management. The article proposes a guiding principals model, which has been developed using three dimensions: “sense of belonging”, “culture and religion” and “management analysis and language”.

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