cultural barriers to the use of western project management in Chinese enterprises
Cheney read this article in a journal of PMP, it argued that the Chinese cultural results the barriers while a company using project management.
According to the journal, there are four barriers : Doctrine of the Mean, Strong Hierarchy, Family Consciousness, and Boss orientation. According to Cheney's experience, it is really difficult for Chinese enterprise to adopt cross-functional and horizontal management.
so...let's discuss how different they are...
Integration Management vs. Doctrine of the Mean
project management encourages all the different opinions to be surfaced for discussion and recognizes that meaningful conflict can push project team to pursue more in-depth, insightful analysis of project situation. While Chinese great master, Confucian, emphasizes that harmony is the most precious in relationships among people and between people and their environment. Doctrine of the Mean also stresses to avoid conflict among people by pushing their different opinions below the surface, requires people less confrontational and direct in handling disagreement so as to save their own and others' face.
Horizontal Management vs. Strong Hierarchy
project management is based on the horizontal management. But one of the most important characteristics of Chinese culture is the notion of wulun (the five basic kinds of relationships between people). Chinese culture's favor towards organizational hierarchy and cnetralized decision-making and this creates problems for cross-functional, horizontal collaboration and participative management.
Team Consciousness vs. Family Consciousness
Chinese culture stresses family and kinship relationships in doing business. Its family consciousness has the following negative aspects to the use of project management:
Its long -term orientation of relationships does not support the temporary nature of project and project team.
Its guanxi-oriented evaluation of people is not in congruence with the project management's performanece-oriented evaluation of project team members.
Its stresses that family members are homogeneous, while project teams are often of high diversity.
Task orientation vs. Boss orientation
Project management emphases on task orientation while Chinese culture stresses on Boss orientation, which might results the wrong decision making. BenQ acquired Simens can be seen as an example.
To have a conclusion......ha Cheney should not work for a Chinese Company la....ha hah
According to the journal, there are four barriers : Doctrine of the Mean, Strong Hierarchy, Family Consciousness, and Boss orientation. According to Cheney's experience, it is really difficult for Chinese enterprise to adopt cross-functional and horizontal management.
so...let's discuss how different they are...
Integration Management vs. Doctrine of the Mean
project management encourages all the different opinions to be surfaced for discussion and recognizes that meaningful conflict can push project team to pursue more in-depth, insightful analysis of project situation. While Chinese great master, Confucian, emphasizes that harmony is the most precious in relationships among people and between people and their environment. Doctrine of the Mean also stresses to avoid conflict among people by pushing their different opinions below the surface, requires people less confrontational and direct in handling disagreement so as to save their own and others' face.
Horizontal Management vs. Strong Hierarchy
project management is based on the horizontal management. But one of the most important characteristics of Chinese culture is the notion of wulun (the five basic kinds of relationships between people). Chinese culture's favor towards organizational hierarchy and cnetralized decision-making and this creates problems for cross-functional, horizontal collaboration and participative management.
Team Consciousness vs. Family Consciousness
Chinese culture stresses family and kinship relationships in doing business. Its family consciousness has the following negative aspects to the use of project management:
Its long -term orientation of relationships does not support the temporary nature of project and project team.
Its guanxi-oriented evaluation of people is not in congruence with the project management's performanece-oriented evaluation of project team members.
Its stresses that family members are homogeneous, while project teams are often of high diversity.
Task orientation vs. Boss orientation
Project management emphases on task orientation while Chinese culture stresses on Boss orientation, which might results the wrong decision making. BenQ acquired Simens can be seen as an example.
To have a conclusion......ha Cheney should not work for a Chinese Company la....ha hah
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