Adapting to a new working culture
A senior manager put in charge of overseeing the company's overseas operations may not always find the task easy.
This is true when the business practices, cultures and overall environment in which the manager has grown accustomed to are radically different from those in which he is newly posted, such as in a country like China.
Wendy Lai Kwai-fong, executive programme manager at Chinese University of Hong Kong's Asia-Pacific Institute of Business, said influencing people at different levels of business in China often entailed simple and practical measures.
Fitting into the local culture and getting to know people on a personal level were key to developing strong business partnerships and alliances.
'We suggest everyone [invest some time in getting to know others and themselves] in a new environment. One of your most important assets is key staff,' Ms Lai said. 'Sitting down with them and talking to them sincerely on issues that matter most, and even conducting some home visits, can do wonders in cementing your relations with them.'
Building social and business relationships was a process which required time and effort. But these would pay off handsomely in time.
In the workplace, keeping communication simple and specific can go a long way towards preventing miscommunication and gaining co-operation from subordinates. If there is a need to change work habits among subordinates, a reward and penalty scheme can be put in place.
No single management style or approach would work uniformly in different settings and in different regions across China, Ms Lai said.
'We do not recommend any single [management] style because there is no one perfect style for all circumstances.'
