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Confusion arises as an important means of managing companies that strengthen the employees' commitment, and also strengthen self-reliance in their work on Confucius.
In China's Shandong Province, the manager of the company has received reports on the sale of cosmetics, which is an important part of the company's business, and industry employees who have not been able to reach their business have forced them to move along the road asphalt. Seven employees – men in black clothes and women in high heels shoes – all four have to walk with one of the streets of the city. Before their checkup, their colleague explained that they were in the company of their own people, stopping the passengers, taking them on a cell phone, and justifying the manager's actions.
Benefits when it comes to the Chinese temple, especially the private sector, but …
Despite the fact that everybody was overly involved or incompatible with the spirit of the day, Chinese social networks also showed a manager who shot their men. They put them in the ranks and made the other one. Men were calm in the hope that this was the only punishment and that they would not be left unemployed.
The manager is a man's slavery due to the failure of businessmen and they are hopeful that they will not lose jobs. Photo: Daily Mail
In China, countless such cases are counted. One of the most important elements of Asian leadership is the category of anxieties. It is inconvenient to people, even before the people always have a management tool, whether they are in front of the country or in a commitment. During the Greater Cultural Revolution, when the ideology of the class struggle first came to the market or into the city park, the people who showed their tendency to the "capitalist path" had to wear the white hats and socks on their shoulders, rescued from the guilty wrongdoing of sin and the peasantry and colleagues He stood before them and worried all over them.
When he was one of my Chinese colleagues engaged in human behavior, he went to Japan many years later because he refused to improve the efficiency of the ministry, and that he had come back from that place, and that he had been practicing such sophisticated methods in this tasteless communism.
He visited the Toyota car factory where every employee at the rear of the conveyor belt lasted for a few seconds, and he had to do his job as the vehicle crossed the site. If it does not, the tape should slow down before it moves forward, and the yellow light flashes over its head. If this is not enough to accomplish this task, the ribbon stops, it also blinks above the red lamp and activates the alarm, so that everyone at the plant knows that it is responsible for jamming. The display does not have an eye on the employee who has a name, so the guilty person is punished in the usual Confucius. Because of collective interest, because of humiliation, a shameless thing that can not be removed from a disloyal person for a long time.
Of course, there are very clear cultural differences when talking about the differences in management in Asia and Europe. In the communist China and in capitalist Japan, business and management have a more meaningful relationship than the East and the West.
The manager is a man's slavery due to the failure of businessmen and they are hopeful that they will not lose jobs.
In Chinese, even the word "guya" means "jia". In fact, when working with China or Japan, western partners are locked in their "family" walls, so even in international calls for tenders in China, Chinese companies are employed in Japan, they are in the hands of Japanese companies. Many Chinese and Japanese think that the basis of Asian economic development is well understood and that management and management style are better understood in the nature segments than those with their own culture of different cultures.
We started the conversation with a particular method of punishment, part of the leadership of Chinese or, in general, Far Eastern societies, but we can begin with the various incentives that motivate employees to motivate enthusiasm and energy for their work. Such Confuciate base as an important tool for family, society, state or enterprise regulation, involves a corporate identification process that enhances the commitment of employees, as well as self-reliance. Companies can do this through carefully-built passwords that show the business spirit, the anthem that runs before the daily work, as well as the emblems and symbols that belong to the feeling. In the West, the curriculum is much better, and if someone is replacing more businesses, one of the longest in the Far East goes under one roof and proves the quality of the person who puts his life in his company.
Confusion arises as an important means of managing companies that strengthen the employees' commitment, and also strengthen self-reliance in their work on Confucius.
Entrepreneurship simply restrains the public from the point of view of the public and limits the ability of all people to follow this view. The task of managing it is to achieve a result that is most expedient for profit, ensure compliance with administrative rules, or if they are broken down, they all return to the track rails. Well, it's equally important that these roles are divided into society because the division of the three powers is very important for the country and in different levels of relationships between these three industries, which have similarities and differences between the Asian and Western leaders.
However, we should not overestimate the notion that Asia and the Far East are basically a family business. More than 60% of all European companies belong to this category, and some of the largest and most popular companies still belong to their descendants. Almost a third of Volkswagen is owned by the Porsche family and around 47% of BMW's hands are in the hands of the Quandt family. One of the largest investment companies in Europe is listed on the Italian Exor, Agnelli family and can be listed before making a long list of family-owned companies that have become industrial, financial or sales champions in the former Continent.
It can be claimed by the same kind of leaders as the South Koreans, family-type corporations, as if it were a real empire. Total Samsung, Hyundai, LG and Lotte. From a Western perspective, it seems ridiculous that the company leader, like Samsung, has a turnover of around one-fifth of the gross domestic product per capita, as the leader of the corporation. The most important thing is that he is always the eldest son, yet he is self sufficient, capable and proving to continue to develop.
So it's no wonder that 30 percent of Asian family companies will survive the first and second generation replacement. More than half of the largest companies in the Asia-Pacific region are based on this principle, and most of them are still the founders of the 1990s. This means that many societies oppose the transformation of generations, which are complicated by cultural barriers, so there is no substitute for the death of their father.
Almost three-quarters of Taiwan-based companies and nearly 70 percent of Hong Kong's companies are the property of their sons or close relatives. For example, in Japan, only large businesswomen who have a daughter have asked their eldest moms to find a suitable bride in the family, for the men to take her. The main problem is that family business transition to the younger generation is more important, not dependent on blood, nor in terms of managerial or professional competence.
The question is how much this issue will have on the sustainability of economic development in Asia. But according to Asia's economic growth trends McKinsey estimates that by 2025, 40 percent of the world's largest companies will be among the family empires.
Chaebols, a family-owned corporation, was the real empire, such as Samsung, Hyundai, LG and Lotte, under the leadership of those dynasties. Picture: Reuters
But something will change. We can say with confidence that this change will come from China. When they began their reform and the emergence of Asian societies as well as business empires, such as Alibaba or Huawei, the leadership style in those companies was similar to American dreams, where the charismatic genius found success, personality, profit, and thus the global player's position. Interestingly, Alibabe understood that Jack was to put the founder on the shoulders of a young heir on time. She chose a professional, talented and over 10 years young Daniel Zhao, who handed him over to the President on September 10 of the current year. Although Zhang does not have the same charisma as Ma, although he is not in the style of a rock star, the main idea is that the Internet sales force is included in the rails of a well-known business system with a carpet manager.
This is a good indicator for others. Founder and owner of Huawei Ren Zhenfai said that none of the children could reach the company's leadership, but later his daughter, Mahen Wangzhou, was successful at the beginning of the Canadian and potential American prison – Huawei. But this is largely due to the fact that he is well versed in Man's professionalism, which is very important for the Chinese high-tech giant, even in all corners of the planet, even international or US sanctions.
Of course, there are very clear cultural differences when talking about the differences in management in Asia and Europe. Picture: Reuters
Many years ago, the management experts found that the global capital market increased, and Asian companies gradually abandoned their traditional cultural identity. The more they divide the world into their identities, the more they look for professional managers, but not the masters and the girls' sons. Of course, it does not exclude the cultural peculiarities of business in the West or the East, but management becomes increasingly common. It's hard to predict whether it will continue to lead globalization and the way out of the Great Wall. Indeed, even in China, unemployed workers are no longer able to reach the asphalt and there is no disagreement between employees who have been denied the job. There may be many cold bleeding.
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