There are several culture-based differences in communication within a Chinese organization. Problem solving in a Chinese organization brings many of these differences to light. Problems are exposed much differently in Chinese businesses than in Western organizations. Chinese employees are more reluctant to discuss a problem with the manager until very late. They are also likely to minimize the seriousness of the problem. When the manager is informed of the problem, he or she then works to find a solution.

Chinese workers look at a problem as a network of interrelated items. They try to find patterns that have been previously identified. They tend to solve problems by using models that have been based on past experience. Chinese employees use precedents rather than innovation, thus minimizing the risk of failure. They also feel comfortable going around rules and regulations when trying to achieve a work objective. Their attitudes toward rules and procedures contrast with those of their Western counterparts (Beamer, 1998).

Personal issues are considered a large part of Chinese organizational culture, especially issues involving marital relationships and family. Many human resource managers’ counsel and help employees with problems associated with personal matters. Also, Chinese businesses are accepting of social obligations, and many companies take part in different socialization practices (Gregory and Wales, 1996).

TEAMWORK            MOTIVATION