Risk of internationalization of China's enterprises--多伦多Essay代写作业

多伦多Essay代写作业:“Risk of internationalization of China's enterprises”，这篇论文主要描述的是随着中国国际化发展战略的实施，越来越多的中国企业朝着国际化的方向发展，这些国际化企业在发展的过程中也面临着跨国经营的风险，中国企业如何应对来自国际市场所带来的机遇和挑战成为了本文主要研究的内容。

In an industry sector of your choice, and as an international manager working in a country (of your choice) that is culturally diverse from your own, discuss the issues of employee motivation that you may face and your approaches and solutions

Introduction

With the commencement of the "internationalization" strategy, more and more Chinese enterprises became multinationals. Chinese enterprises face a lot of risks in the international strategy of cross-border operations, their success depends not only on analysis and response on market risk, management risk and financial risk, to a large extent, it is closely related to cultural differences between China and host countries. Whether it can resolve and manage conflicts between Chinese culture and cultures of host countries has become the key to the success of Chinese enterprises’ internationalization strategy (Nyberg and Jensen, 2009). Huawei is the world's second-largest telecommunication equipment supplier, its products cover more than 140 countries and regions. In 2013, Huawei staff in the world was through continuous hard work to realize expected performance, the sales revenue reached 203.9 billion yuan (RMB), the net profit reached 11.6 billion yuan (RMB). Huawei’s U. S. subsidiary is an important sector for the group to achieve its international strategy. The branch has about 1,500 employees , of which 40 % were employees from the United States, and 50 percent of employees were from China, 10% of employees were from other countries (Huawei Investment & Holding Co., Ltd., 2013). As there are obvious cultural differences between China and the United States, these cultural differences have brought the management and operation of the branch many challenges, particularly in human resource management, how to effectively motivate employees with different cultural backgrounds, how to create internal harmonious working environment, how to improve employees’ motivation and corporate loyalty has become increasingly important problem for the human resources management department of the company. As an international manager who came from China and worked in Huawei’s U. S. subsidiary (Hereinafter called “Huawei”), the author encountered the issues of employee motivation related to cultural differences. To deal with the problem, in this essay, it first of all made use of Hofstede's theoretical model of cultural differences to compare the cultural differences between China and U.S., as well as the impact of the differences on corporate management. Then, through the use of Maslow's hierarchy of needs theory, it analyzed how to meet the needs of employees from five levels, followed by discussion on differences in different levels of needs of Chinese and U.S. employees in Huawei due to cultural differences. Finally, it was from the perspective of human resource management to propose recommendations on how to resolve issue of employee motivation arising from cultural differences in Huawei.

Cultural difference

Values is the deepest and relatively stabile, dominant concept in the whole social and cultural ?? system. Once values forms, it is difficult to be changed completely. If the existing values is?? shocked by another values propagated from foreign cultures, it easily leads to confusion of ideas of the values, resulting in conflict. Under such circumstances, multinational enterprises should strongly pursue the unity and harmony of values in developing an international strategy?? (Peng, 2003). Among literatures discussing the differences between different cultural values, the most frequently mentioned is Hofstede's four dimensions on the basis of analysis on questionnaires towards IBM 's employees in 1980, namely, power distance, uncertainty avoidance, masculinity/feminity and individualism/collectivism (Hofstede, 1980).

Dimension China U.S.

Power distance 80 40

Uncertainty avoidance 30 46

Individualism 20 91

Masculinity 66 62

Table1. Comparison of cultural differences between China and U.S.

Sources: Hofstede, G., 1991, Culture and organizations: software of the mind, London: McGraw-Hill Book Company.

Power distance indicates the extent of a society that it can accept the unequal distribution of power of an organization or company among the members. Power distance difference is reflected through power distance index. In a society with large power distance, people accept a strong hierarchy and take their own positions. In a society with small power distance, people do not pay much attention to power, they pay more attention to playing the roles of their individual ability and have less desire for the pursuit of power. It can be found through Hofstede's research data that there is large power distance in China, China’s power distance index is 80. There is small power distance in U.S., the power distance index is 40 (Hofstede, 1980).

Uncertainty avoidance refers to the threat that an organization or a group feels when it is faced with uncertainty and the degree that it tries to avoid the uncertainty through developing safety rules and other means (Hofstede, 1980). Hofstede's survey shows that different ethnic cultures are very different in the tendency of avoiding uncertainty state, some nations take something unknown, uncertainties in life as an enemy and do everything possible to avoid them, while other nations have adopted the attitude of accepting them calmly. Degree of uncertainty avoidance can be reflected by uncertainty avoidance index. Cultures with high uncertainty avoidance are through rules and regulations, safety measures, as well as the faith for absolute truth to try to avoid uncertainties. Cultures with low uncertainty avoidance are more tolerant towards abnormal behavior and opinions, they have less rules and regulations, in the philosophical and religious aspects, they permit coexistence of different ideas (Hofstede, 1980).

In comparison, American culture is low uncertainty avoidance, the index is 30; Chinese culture is high uncertainty avoidance, the index is 46. The U.S. may be the country with the most entrepreneurs in the world, and these entrepreneurs have relatively low uncertainty avoidance. Many people do not have deposit and they even borrow for spending. On the contrary, Chinese culture and other Asian cultures have relatively high uncertainty avoidance, the number of entrepreneurs is far smaller than the number in the United States and they have a high savings rate (Tang, Ibrahim and West, 2002).

Individualism/collectivism shows the degree of association between individuals and groups. Culture of individualism emphasizes individual goals, in contrast, collectivist cultures have more emphasis on collective goals. In individualistic cultures, people should take care of themselves and their immediate families, and in collectivist cultures, people expect their groups to take care of them, in exchange for such care, they have absolute loyalty for the groups. There is no significant difference between in-group and out-group of individualism, and collectivism has significant differences between in-group and out-group. Individualism in corporate culture emphasizes the contribution made ??by individuals to a collective, it focuses on personal fulfillment; collective cultures put collective interests in the first place, valuing achievement of personal values ??in a collective and considering that individuals in a collective are indivisible and interdependent (Hofstede, 1980).

In Hofstede's study, a society’s individualism tendency is measured through individualism index. The higher the value of an index is, the more obvious the society’s individualist tendency is, such as the United States, its individualism index is 91; contrarily, the lower the value is, the more obvious the society’s collectivism tendency is, such as China, China's individualism index is 20 (Hofstede, 1980).

According to Hofstede's theory, social masculinity/feminity means that members of different cultures have different gender awareness; members of different cultures have different perceptions about gender roles. Hofstede believed that in a masculinity society, the gender roles are very clear that male members should show self-confidence, perseverance, pay attention to material success; the female members should be humble, gentle, focusing on quality of life. In contrast, in a feminity society, the gender roles often overlap, namely, both men and women should be humble, gentle and focusing on quality of life (Hofstede, 1980).

Tendencies of a masculinity/feminity society are measured with masculinity dimension index (MDI), the higher the value of this index is, the more obvious tendency of masculinity that the society has and the masculinity is more prominent; Conversely, the lower the value is, the less tendency of masculinity that the society has and the masculinity is weak, femininity is outstanding. In countries with prominent masculinity, there is a strong social consciousness of competition, the scale of success is wealth and fame, the society encourages and appreciates workaholic, people advocate solving the conflict in organizations through direct ways, the culture emphasizes fairness, competition, focus on work performance; while in countries with prominent feminity, the concept of quality of life is more valued by people, people are generally willing to take negotiations to solve conflict in organizations, the culture emphasizes equality, solidarity, people think that the most important thing in life is not the possession of material, but spiritual communication.  According to Hofstede's survey, the difference in masculine performance between American and Chinese cultures is minimal. The indices of U.S. and China are 62 and 66 (Hofstede, 1980). Considering the actual situation in Huawei in U.S., American employees are more masculine than Chinese employees.

National cultural influences in the workplace

Considering from the organizational management style reflects from power distance, Chinese employees in an enterprise have the habit of depending on leaders’ opinions, managers focus on the stability of their position in decision-making, staff often show hesitant attitude towards putting forward new ideas and innovative solutions. There is low power distance between the superior and the subordinate in U.S., employees have more opportunity to express their opinion, and both sides think that there is an equal relationship between them. In the U.S., corporate leadership style is basically a type of negotiation, leaders do not highlight their individual positions and roles, they pay attention to building a relationship of trust with employees. The enterprises conduct a collective decision-making, emphasizing collective discussion on decision making and paying attention to listening to various views of subordinates’ (Tsui, Nifadkar and Ou, 2007). Huawei's U.S. subsidiary hoped to establish an organization with strict hierarchy, but the U.S. employees have more freedom to express their views through various forms, rich language, which might be challenges of corporate management in the eyes of the staff and management from China

It should be noted that the degree of uncertainty avoidance of a culture is not absolute. Although in theory, the uncertainty avoidance of American culture is low, in Huawei's management practice, the situation is contrary (Lei, 2012). American employees always asked managers to give an accurate description of duties or tasks, in particular, the deadline for a task must not be vague. On the contrary, the uncertainty avoidance of Chinese culture in this aspect is low. Chinese people generally have no complaint for vague guidance language. For example, managers usually developed rough requirements for subordinates, without detailed explanation and let the subordinates understand by themselves (Cho and Perry, 2012). In addition, Huawei was in accordance with Chinese culture to establish the ways of communication between the superior and the subordinate, which made U.S. workers unaccustomed.

The different pursuit of U.S. and China for individualism and collectivism is also reflected in managers’ recognition for performance of work. Chinese managers are accustomed to attributing the success of projects or negotiations to tacit cooperation of an entire team, while U.S. managers are more willing to affirm the role of personal factors in the victory of a team, they would like to see outstanding personal performance in the negotiations (Casimir and Waldman, 2007). Huawei was more interested in Chinese culture in terms of employee motivation and has more emphasis on collective contribution, paying no attention to individual's performance, which made U.S. employees feel neglected.

Maslow's theory divides needs into physiological needs, safety needs, love and belonging needs, esteem needs and self-actualization needs, the order of priority is from the lower levels to the higher levels. After self-actualization needs, there are self-transcendence needs (Maslow, 1943).

Meet employees’ physiological needs to motivate them

Improving compensation management is one of the basic and most important management work. Good salary management is leverage to motivate staff. Enterprises should make reasonable adjustments towards employees’ salaries, so that in the development of remuneration standard, the enterprises will maintain a competitive advantage and competitive power when they compare with other enterprises (Cho and Perry, 2012). For example, Motorola attaches great importance to staff salary incentives, before the annual pay adjustment, the company will conduct a comparison investigation on the situation of salary in the market. Salary in the company is determined based on performance assessment results, the company decides increase in the salaries of employees and promotion based on individual performance by the end of each year.

Meet employees’ safety needs to motivate them

Companies can provide various types of insurance, such as medical insurance, pension insurance, labor insurance and other insurance for employees. They may also provide a variety of insurance for employees' families to solve the worries of employees, so that they will dedicate themselves to work (Cooke, 2009).

Meet employees’ needs of establishing good relationships

Enterprise can often organize group activities to enhance communication between employees. For example, they can temporarily hold a variety of celebrations when festivals come, staff are invited to attend. Employees can be organized to participate in various regional competitions and other employees who do not participate in the competition will be involved in cheerleading and more. Organizations can set up various distinctive communities and provide financial and material resources to support and encourage employees with interest to participate in the communities, such as sports associations, autonomous management association. Through participating in various meetings of the communities to exchange experiences and talk about their views (Yu, 2008).

Enterprises should give employees who have made outstanding contributions to the enterprises additional incentives, such as award from the Board of Directors, local government incentives, paid vacation and give appropriate recognition based on the contribution, such as praise from the Board of Directors, the sectors, the government (Cho and Perry, 2012). Spiritual or material rewards and recognition can receive good incentive effects. Enterprises can be based on performance of employees accord them an honorary title, publicizing their performance to improve their social awareness and professional reputation. The implementation of these measures expresses publicly acknowledged the contribution of employees’ to meet the needs of people's self-esteem, so as to achieve the purpose of incentives (Cho and Perry, 2012). Fairness is a very important principle in staff management, any unfair treatment will affect employees’ productivity and morale, as well as incentive effect. Allowing employees to feel fairness is an effective incentive. Therefore, to create a fair environment is the problem that each

enterprise must pay attention to in the process of improving incentives (Cooke, 2009).

Meet employees’ self-actualization needs to motivate them

Maslow's theory emphasizes the impact of human needs and desires on human motivation, but in fact people's motivation is also affected by beliefs, confidence and values (McLeod, 2007). In dealing with cultural differences in workplace motivation, Huawei can be based on communication, mutual learning and mutual respect to establish common values, a unified system of values ??will ensure the sustainability of corporate cross-cultural management, thereby improving efficiency and creating a good working atmosphere.

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