Entrepreneurial and Managerial characteristics

In China, entrepreneurial activities are supported by a system for people to start their own companies and their efforts are rewarded through low taxation and other benefits. Most of the companies are founded by Chinese families, and remain under the control of the families.  In China, there is a strong emphasis on hierarchy especially in business culture. For meetings or seminars, Chinese business people are expected to enter the meeting room in hierarchical order. For business dealings, the senior member in the group is expected to initiate and lead in discussion. Interruptions by a subordinate is considered unacceptable and offensive. (www.executiveplanet.com)

According to officials at China International Business School, individual entrepreneurs such as Microsoft Corp.’s Bill Gates are discussed in business training programs as successful business leaders. Chinese leaders and MBA students appear to accept this new idea of leadership, and seem more open to risk-taking than the pervious generation. For leaders that belong to a previous generation there is more of a desire to belong to a team and to please upper management instead of risk-taking

(Bridging Business Cultures).

Characteristics include:

· Decision-making power which is highly concentrated at the center of 

   the company

· Professional managers and technical experts are recruited in increasing

   numbers, but are seldom offered, or expect to be offered, any   

   shareholding within the company or top executive position

· China’s managerial firms invest in relationships just as the entrepreneurial

    firms do, but in many cases the relationships are different

· Some local entrepreneurial firms have learned from the managerial firms and

    have developed modern corporate practices and management systems

· Many entrepreneurial firms have raided the managerial firms for talented

   individuals

· Managerial firms tend to manage in a somewhat more personal and intuitive

    manner than many other western counterparts.

· Managerial firms find they must give managers more flexibility and

    responsibility and tie compensation directly to individual performance or

    business unit profitability (www.globaltalentscout.com).

To learn more about Chinese leadership:    http://www.cbw.com

                                    PRESENTATION TECHNIQUES            WOMEN IN BUSINESS