Research Proposal: Autobiography of My Work Experiences

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¶ … autobiography of my work experiences at a number of Chinese firms. I present a thorough analysis of several Chinese firms wherein I have worked. These companies will be analyzed using concepts from the book "Concept of the Corporation" written by Drucker.

Discussion of the author (s) concepts that one is using.

With regards to managing the workforce, Drucker stresses that all kinds of businesses eventually relate to people, not capital. Therefore, leading and administering people so that they are able to maximize their output and consequently improve corporate productivity. He emphasizes that rewards, compensations and promotions ought to be based on the performance and productivity of the workforce. The top management should lead from the front by including on-the-job training facilities and constantly changing and altering the business processes with the changing external and internal environment. Top management should also look to diversify the workforce to further motivate the staff and improve working spirit. The management should constantly inform and remind the workforce of the big picture and build common grounds to resolve conflicting interests within the company.

3. Analysis of Organization.

A general overview of the Chinese firm

Chinese to management believes that an approach based on resource identifications and analyses on the types of resources possessed by a firm can give it a competitive advantage over its competitors. One feature of Chinese businesses that sets it apart from other businesses is probably the way their business is managed. The Chinese culture has a strong foothold in the social process. The Chinese businessmen have resorted to managing their business as if it was their family.

Chinese businessmen consider the family as the fundamental component of lucrative market position. Even when it came to financial loans, techniques of management and marketing strategies, the concept of familism was applied. Arguably, the autocratic style of Chinese leadership improves the common ownership of family wealth in terms of business performance. The goals and objectives of the entrepreneurs are transmitted throughout the organization because of its vertical hierarchical structure that facilitates downward communication. However, the autocratic leadership allows for partial business set up and interaction. Moreover, in such a business, when the leader uses his personality or charismatic power, it can reduce transaction costs and opportunism.

These Chinese businesses are characterized by three things. Firstly, the common ownership of the family wealth enhances the power of the patriarchal figure in the business. Generally, things that are possessed by people are taken into account when calculating family wealth, even if the individuals own some part of it. Families, which were not very rich made use of human capital to attain their goals as they could not use a lot of financial capital.

When the resources are combined, the family members are compelled to stay together. A Chinese set up is characterized by high moral values, brotherly sentiments and the sense of obligation to come up to the expectations of the family members. Also, family training helps in centering the aspirations of all the members to one common goal of family business.

Secondly, Chinese firms are characterized by paternalism. In other words, the individuals interfere with other members on the justification that they will be better off with the decision made by the interfering individual. I found out that in most of the businesses, the owners or directors considered the employees of their firm as family members. The findings of the survey also indicated that the business showed great social and economic responsibility towards its workers.

The Chinese entrepreneurs believe in playing the role of a father figure when it comes to leadership. The benefits given to employees are given as favors or gifts and the owners of the firms have a direct interest in the activities of their employees which may not be related to work. Also, the employees are discouraged to form their own unions or groups. Even more so, the workers know their position in the vertical hierarchical structure and the significance of each position. They are more prone to accept the fact that they are on a lower level than some people and on a higher level than the others. This acceptance is exhibited in their personality and their attitudes at work.

The benefit of having a vertical structure is that employees come to believe that the superior-subordinate relationship is authentic. The higher authority is hard to repulse or challenge. The authority to make decisions of superiors is rarely contested and the guidance of leaders is sought and their decisions carried out. The industrious subordinates work with loyalty and motivation in return of the guidance provided.

The third distinctive feature of Chinese firms is that it hugely indulges in business interaction and partiality. A business needs to buy and sell, exchange information, borrow money and ask for advice so the creation of wealth in one unit cannot be managed separately. Because of that, linkages and connections need to be formed if one's own purposes and goals are to be achieved. The Chinese culture has actually evolved and become the focal point of the dynamics of the Chinese business networks. The Chinese business firms pay special attention to routinely transactions so that the business networks can run reliably and efficiently.

Social contacts are an integral part of the Chinese business. It is essential for them to know the right people who can be relied upon to serve their purpose. In fact, from what I have observed, the people they interact with are more important than the knowledge they have. The business partners or members are extended trust and regard in the firm. This practice centers on personal obligations, the maintenance of reputation and image. Nepotism or partiality, which apparently results from the close-knitted family structure of the firm, is used to offset the problem of trust. Chinese have immense trust in their family members while they trust their friends only as long as mutual interdependence last. People who do not fall in either of the groups are regarded with equanimity and no assumptions.

Firms play an important role in handling the coordination hassle that arise because of instability and ambiguity. The Chinese businesses have developed several ways of adapting to the uncertainty of the external environment and one method of dealing with the improbability is to maintain a certain amount of flexibility and acceptance to change in the firm so that it facilitates the adaptation of the firms according to the changes in the influential factors of the surroundings. The Chinese firms that are usually small are thought of as flexible organizations that can respond rapidly to the hugely unpredictable environment. These firms are in a better position to offer variety to their customers as they can take orders that are not homogenous in nature and require different specifications and features. These firms work on innovation and try to research and develop new products to survive and grow in the increasingly competitive world market.

The flexibility and the firm's readiness to change is noted quite a number of times but another integral aspect of these small scale Chinese businesses is that they are capable of reducing the transaction costs or the costs of coordination. These two features of the Chinese businesses set it apart from other firms and contribute largely to its success. Its ability of being flexible and bringing a decrease in its coordination costs is actually because of the way their organization is structured and how the internal and external communication is carried out in business networks, also known as the internal and external capabilities of the business.

As mentioned above the Chinese firms are flexible because of their uncommon organizational structure and their internal and external communication networks and methods. The Chinese entrepreneurs use human relationships and the bondage of trust to bring flexibility. The Chinese businessmen believe that in order to maintain social relations for the business, it is important to upkeep strong family business connections. According to them, the trust or the ties between the members of the family can help in taking quick decisions with accordance to the changes in the environment.

The advantages of this business set up are also observable when it comes to human resources and fund management. Normally, a business has to go through an extensive exercise of recruiting and selecting if it wants to hire additional staff for difficult times. If it is a recessionary period in the economy, it faces difficulty in reducing the number of workers due to its inability to bear the personnel costs. When it comes to Chinese businesses, they become a huge source of support and human capital when extra work needs to be done. The ease with which family members can be called on to help during the peak season makes the firm more flexible and more suited to respond to an ever-changing environment. Likewise, when finances are running low, family members can be relied upon to contribute easily. Like in other businesses, it saves a lot of hassle of issuing shares in case… [END OF PREVIEW]

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Autobiography of My Work Experiences.  (2009, December 8).  Retrieved May 21, 2019, from https://www.essaytown.com/subjects/paper/autobiography-work-experiences/2805

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"Autobiography of My Work Experiences."  Essaytown.com.  December 8, 2009.  Accessed May 21, 2019.
https://www.essaytown.com/subjects/paper/autobiography-work-experiences/2805.