本文主要讲述如何创造集体主义环境，英国公司面临的问题是创造一个集体主义的环境，同时确保公司不会变得专制。英国的管理人员不想遵循中国式的管理方式。他们希望建立一个管理系统，使人们更能适应一体化的方法。管理者需要让员工有长远的眼光和短期的目标。这些目标应该与公司的愿景或公司的主要目标相一致。在英国的组织中，员工被委派任务。然后，员工采取自主的立场，对委派的工作负责。员工被认为对他们的行为负责(Schuler, Jackson, and Tarique, 2011)。本篇澳洲论文代写文章由澳洲论文人EducationRen教育网整理，供大家参考阅读。
The issues that the British company face are to create a collectivistic situation while ensuring that the company does not become autocratic. The British managers do not want to follow the Chinese style of management. They are looking towards creation of a management system where the people are more attuned towards an integrated approach. Managers need to ask the people to have long-term vision and short term goals. These goals should be aligned to the vision of the company or the primary objective of the company. In the British organizations, employees are delegated with tasks. The employees then adopt an autonomous stand and take responsibility of the work that has been delegated. The employees are considered to be liable for their actions (Schuler, Jackson, and Tarique, 2011).
This is clear and designated to each employee in the company. In case of any issue, they are then questioned by the people. In the case of China, the employees’ esp. the entry level employee has almost no individual responsibility. They are not held accountable nor rewarded for their functions. Rather the group is rewarded for meetings of the objective (Hofstede, Hofstede, and Minkov, 2015). The people cannot understand who is responsible and who completed a task. British managers want the Chinese employees to take more ownership, coming from a collectivistic culture; it is rather hard for the employees.
For the Chinese employee, they give more importance for personal rapport and building of trust. The word and personal relationships are giving more importance. In Britain, the people are found to give a lot of importance to meeting of contractual agreements or deadline. This does not mean that the Chinese workers do not get their work done. They are very punctual in meeting the objectives or the deliverables. The approach to completion of work is different. Time management is given more importance by the British manager (Friedman and Lee, 2010). This is new for the entry level Chinese employee who is new to the organization. The Chinese employees give important to the long-term impact of their work.