Essays on Expatriate Leadership in China Case Study

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The paper "Expatriate Leadership in China" is a great example of a management case study.   China’ s history extends to almost 4000 years of civilization. The country has a historical background that before the 19th Century the economy and society was well advanced though as a result of dynasties they began to decline drastically. Civil wars and imperialism led to the fall of China Imperial rule. Underwood (2011), says that for a successful Chinese workforce the international firms should ensure that the teams are strong and managed properly. A recent study states that Multinational Companies are at war today searching for talented expert workers who can be hired and retained for many years (Underwood, 2011) The manner and approach of motivating, plan implementation and directing people is referred to as Leadership style.

A leader is an influential person who has a way of making people listen and follow his directions (Lewin 2009). There are mainly three leadership styles; Autocratic, Democratic and Laissez-Faire leadership (U. S Army Handbook, 2003). Firms that encourage diverse workforce, that is people from different races and ethnic backgrounds are in a better state of acquiring the demographic knowledge of the market economy.

Employee retention and satisfaction is also improved by hiring people from diverse backgrounds. There are many ways in which cultural diversity helps people to understand themselves such as sexual orientation, race, gender, age and ethnicity. The Organization culture helps identify how culturally diverse has been influential to the established firm. Diversity managers are today ensuring that the workforce is well trained with specialized skills in order to increase productivity and specialize in a diverse workforce. For the Organization to be diverse the managers have to work hard towards changing the Organization culture.

The utilized culture change elements include diversity education and assessment skills. However, the importance of leadership’ s support for the change cannot be understated. The fast-growing Companies and top-performing firms are more concerned with the management of corporate diversity. Alder, (2008) said that workers believed that they could control the outcome of their efforts in the expectancy theory and to deliver rewards depending on the faith they have of their leaders. Taiwan and Japan have been identified as having a moral component in between the Organization and individuals.

The leaders should be more oriented on sub-cultural differences as well as individual cultural background despite the generalization of the existing culture. Many companies in Japan are today complaining that the workforce is no longer loyal but self-centred and prefer being recognized once they have achieved their objectives. However, it is very challenging to know the effective reward in situations of diverse backgrounds.

REFERENCE

Media Report (2011): Multicultural Australia the way forward: Retrieved on 22nd May 2011 from http://www.immi.gov.au/media/publications/multicultural/issues97/macpape3.htm

Desmond Cahill et.al.( 2011): Cultural Diversity and Safeguarding Australia Retrieved on 22nd May 2011 from www. aust.gov.livinginitiative.html

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