They primarily come in from a strong collectivistic society where the people give a lot of emphasis to the personal relationship of the people. The issues of management of the conflicts are different for the Chinese employee. When there is conflict, they prefer to handle the issues of conflict by using indirect means of communication. When there is conflict, the Chinese workers are used to having authority make the decision for them. There is resolving of the issues in private. The UK culture of dealing with the issues in a a confrontational manner makes the people apprehensive of the processes. They tend to avoid conflicts and these lead to a number of innate issues in the system. They expect the British managers to resolve their conflicts in a manner that would be indirect and through negotiations.
British managers on the other hand, use rational arguments, evidence based from statistical data and use recommended solutions. They are concerned with the practical short term implication and the power distance index is comparatively lower (Hofstede, Hofstede, and Minkov, 2015). Managers try to create a situation where the Chinese employee feels comfortable to voice their opinion. The Chinese employees try their best to avoid overt disagreements; they consider such workplaces as a hostile environment. This makes the issues of conflict management esp. difficult for the people. Chinese people try to resolve the solution as a team, on the other hand, the western managers ask the people to be more accountable and take individual ownership of the issue. Even though the entry level workers are new into the arena of employment, the issue of damaging Guanxi makes the people feel embarrassed. Hence, the British managers need to be creative to make the people voice their opinion without losing the innate organizational objectives. There should be alignment of the people’s view with the organizational objectives.