Connect with us
Subscribe

Articles

Chinese Management Vs. Western Management: Which one will Prevail?  

Published

on

“China Huawei readies to take on iPhone”

(Bloomberg: Beijing, July 27, 2017)

Written by: Archan Mehta

Edited by: Asmaa Deraaz & Mona Timor Shehata

Publisher: Amira Haytham

Huawei Technologies is aiming to grow mobile shipments by only a modest amount in 2017, as it gears up to go head-to-head with the hotly anticipated 10th anniversary edition of Apple’s iPhone. The world’s number 3 smart-phone maker, which in 2016 declared it will someday surpass both Apple and Samsung Electronics in market share, is aiming at having shipments ranging between 140 million to 150 million units in 2017—up marginally from 139 million in 2016. It is also putting the finishing touches on its most powerful device yet, the Mate 10.

Huawei is the largest of a coterie of Chinese smart-phone makers that have grabbed global market share via affordable phones with premium specifications. Richard Yu, chief of Huawei’s consumer division, said that the Mate 10 will debut right around the time Apple is expected to to reveal its own flagship device, but will trump the iPhone in many aspects. Yu said in an interview: “We will have an even more powerful product. The Mate 10, which has a much longer battery life with a full-screen display, quicker changing speed, better photographing capability and many other features that will help us compete with Apple.”

There is a plethora of literature on Japanese style of management. But we know very little about Chinese management practices. China is known for its export orientation and there is a common understanding that China has succeeded in its economic growth through export earnings. The common notion for China’s success is that it has become a successful exporter through its low-cost manufacturing. But we have to unravel the causes behind low-cost production in China.

A significant force in the Chinese economy is its Township and Village Enterprises (TVE) owned and operated by village and municipal governments. They are significant players in China; but many of them have low technology and are poorly managed. China made a major shift in enterprise ownership and has faced the rigor of market forces. Though State Owned Enterprises were a new component in China’s industrial production, they became marginalized after economic reforms since 1976. SOEs accounted for just 25% of industrial output, though it is the government’s policy to retain SOEs in key industries. Many SOEs have been converted into joint stock companies.

Chinese management is collectivist in nature and this collectivism is part of the Confucian code of ethics. However, the new generation of Chinese managers are less collectivist and more individualistic. To that extent, the Confucian ethos is receding in Chinese management practices. The Chinese management has for centuries emphasized the values of gunaxi (relationships) and renquing (obligations) even in business transactions. These relationships put emphasis on reciprocity.

But in today’s Chinese management the ideas of obligations and reciprocity are crumbling before the forces of a market-oriented economy. The reciprocity, according to Chinese moral code, maintains trust between parties. A core value in Chinese management practices, which acts against the principle of free market forces, is the family-based collectivism. And the family in China is a core social unit. The business transactions in China are based on the quality of inter-personal relationships. Therefore, the Chinese believe in settling disputes through mediation rather than through court proceedings.

The Concept of a Contract

The Western world considers a contract to be an important instrument for guiding business transactions. The contract defines business relationships and obligations. It is a form of commitment for all parties, which enter into a contract. Contract is a type of agreement, which can be legally enforced and is a basis of adjudication in the case of disputes between parties.

For Western countries, business relationships and personal relationships are separate. As mentioned above, business relationships are governed by a contract. As for Chinese management, however, business relationships are part of personal relationships; they do not make subtle differences between the two. Chinese management, however, does not take “the contract” very seriously.

Instead, Chinese people are pragmatic and may interpret “the contract” to suit their interests when it is possible to do so. This does not mean that Chinese managers do not follow “the contract”; but they interpret the terms and conditions in “the contract” from their own perspective. Thus, “the contract” for the Chinese is not a gospel. For example, the dates mentioned in “the contract” for completion of work on delivery of goods may not be complied by the Chinese management in the strict sense of the terms. In fact, the Chinese consider the penalty attached to the delay in work as a dishonest practice of Westerners. Instead, the Chinese want a lot of flexibility in “the contract.” By contrast, “the contract” is a sacrosanct document for Westerners.

Short Term Vs. Long Term

The companies in the Western world usually take a short-term view of business. They want quicker profits to amortize their investment in business. This is quite in contrast to the Chinese management’s long-term view of business. Therefore, Chinese managers tend to wait for a longer time to spread their business over a larger area, which takes a long period of time. This is because the Chinese value harmony in their culture and Chinese management believes that spreading business in unnecessary haste will disrupt the society and economy.

This short-term view of business may disturb the several networks of relationships that Chinese management considers valuable. As mentioned above, human relationships or inter-connectedness is highly valued in Chinese business management and Chinese society. One may conclude from the above argument that Chinese people cannot run a successful business either in China or abroad. However, the post-1987 scenario in China has proved otherwise.

In fact, Chinese people are everywhere in South-East Asia as small business entrepreneurs. Chinese entrepreneurs control large portions of the economies of South-East Asia, which shows that Chinese can be superb managers and entrepreneurs. About 1% of the population of the Philippines is ethnic Chinese. Yet, the Chinese control 40% of the economy. In Indonesia and Thailand, both 4% and 10% Chinese respectively, they had controlled half of the business activities in these countries by 1996. In Malaysia, about one-third of the population was ethnic Chinese in 1996 but they control two-thirds of the economy. The same is true for Hong Kong, Taiwan and Singapore, which have a majority of ethnic Chinese, and they control a major portion of the economies of these countries. Most Chinese entrepreneurs are former executives of SOEs in China, who identified an opportunity while working for the State and had the contacts to transform that opportunity into a venture.

Concluding Observations

Looking into the Chinese experiment in business management, we are faced with the dilemma of whether the Western way of starting and managing a business is the only way to be a successful organization. These strong points emerge in favor of Chinese management as compared to the Western style of management. Firstly, the Chinese take a long-term view of business and take time to spread their wings in world-wide operations. The Chinese proved their abilities in manufacturing, construction and railroad sectors. Secondly, the Chinese management style proves that it is indeed possible to build business enterprises while keeping human relationships in the center. However, Western management does not believe in the centrality of human relationships in business. Could there be a meeting point between these two cultures?

Thirdly, the Chinese people have built their business organizations on collectivist ethics and some type of centralization in the workplace. In contrast, the Western business practices are based on individualistic ethics and a high personal achievement orientation. Successful CEOs like Jeff Bezos, Steve Jobs and Bill Gates are heroes in American society. However, such heroes are hardly mentioned in Chinese society because they attribute success to the collectivist culture, team-work and Confucian ethics. Is there a possibility of synthesizing the two systems for better productivity and work ethics? However, it may be added that corruption is rampant in both types of societies and we still do not have a clue as to how to make business practices either in the Western world or Eastern world free of corruption.

Articles

Stevie Awards Winners’ Articles Series – Boehringer Ingelheim

Published

on

“We are powered by people, we share a common purpose that drives everything we do, we serve mankind by improving the health of humans and animals, we believe in building a healthier future for millions of patients and bring innovative solutions with future thinking” Boehringer Ingelheim

Winner Name: Bariş Torun & Ufuk Balcı

Winner Title: Barış Torun-National Sales Manager & Ufuk Balcı-Digital Engagement Manager

Winning Organization: Boehringer Ingelheim

Nomination: The Grand Stevie for Organization of the Year.  The pharmaceutical giant’s six Gold, two Silver, and one Bronze Stevie wins are tops in the 2020 competition

Boehringer Ingelheim’s vision can summed up in a few words; Value through Innovation. We’ve adopted this approach to ensure that we can take care of our people, patients and partners, now and in the future. The overarching objective is to build sustainable, all-round growth that benefits everybody. In order to achieve this goal, we continually develop new, effective treatments alongside our established products and encourage our people to move forward. And while we do this, we treat everyone with care and provide a sense of responsibility. Together, we’re dedicated to improving human and animal health.

Brief Biography about the Winner:

International experience on marketing and digital transformation of customer engagement. Launched award-winning websites, mobileapps and omni-channel projects with patient and customer focus in pharmaceutical industry. Explores opportunities for integrating innovation and digital technologies into healthcare marketing &commercial side.

Stevie Award Winning Case Study:

AcTFast Mobile App – Saving Lives of People Having Stroke

Every 30 minutes a stroke patient who could have been saved, dies or is permanently disabled, because he was treated in the wrong hospital. Stroke patients have only 4.5 hours to reach thrombolytic treatment! Basically, an ambulance will dispatch their patients to the nearest health centre, but the necessary stroke treatment can only be administered at specialized stroke centres. This leads to the loss of treatment time, which is already very limited. Furthermore, delays in diagnosing these patients during pre-hospital or in the hospital can lead to risking patients’ life.

The ‘AcTFast’ Application was developed to address this type of issues exactly. With AcTFast, ambulance staff (paramedic) will be able to identify the stroke patient, take the patient to the right treatment centre without any delay and inform the stroke team with pre-notifications. With this tool both the pre-hospital phase and the in-hospital phase time will be minimized. The potential use and benefits of this application to address the need for speed when treating stroke patients was presented to all stakeholders, such as stroke societies and  the Ministry of Health. As a result, the Turkey Ministry of Health decided to install this app in all ambulances in Turkey. AcTFast is currently available on Apple Store.

The use of this app is mandatory for the 8,000+ ambulance staff and 30.000+ Ministry of Health employees, who will be trained on stroke management via this app. With this application, the biggest problem in the treatment of stroke will be solved by ensuring that the patients in the whole country are transported to the right centre within the right time frame, to ensure they benefit from the required treatment. The European Cardiology Society selected AcTFast as one of the 10 most creative projects in the world and upon their invitation, AcTFast has been presented at ESC 2019 congress in Paris this year.

Digital Transformation in Customer Engagement | Boehringer Ingelheim Turkey

  • Boehringer Ingelheim’s ambition is to establish a customer engagement model, which sets the industry benchmark.
  • In Turkey, big international Pharma companies have been doing multi-channel activities with a big volume in the last 4-5 years.  Since technology advancement is no longer marked by linear progression but by an exponential rate of change, it was harder to catch our competitors with unstructured activities and programs, while putting the customer at the heart of everything we do.

Integrated Customer Engagement Roadmap

  • At the beginning of 2019, Boehringer Ingelheim Turkey took a further step towards achieving this goal: Customer Engagement Implementation Roadmap including new channel deployment, content excellence, data analytics and change management. It centres on exceeding the customers’ expectations.

New Digital Platforms [# customer service, product design & development]

  • Boehringerone.com/TR – HCP (Health Care Professional / Medical Doctor) website including key info about our products and HCP education on related fields ( Website is only for HCP’s with restricted login)
  • Automated Email Platform – Head Office e-mail platform
  • Veeva Approved Emails – From sales representative to doctors email channel
  • According to market research results, HCPs trust pharma activities and resources when there is a collaboration with independent HCP associations. With this insight, KOL webinars organized with the biggest HCP associations in related areas. To promote those activities, 3rd party channels have been utilized in addition to owned channels:
  • Live Broadcasting Platform
  • Facebook – Event promotion posts on HCP association Facebook Pages
  • 3rd Party SMS and Email – Event promotion from HCP associations to their HCP database
  • To deliver exceptional Customer Experience with the optimal mix of​ Content, Services and Solutions, all of the channels mentioned above should have created consistent customer experience (omni-channel); rather than independent one-off touchpoints (multi-channel).

Leveraging Data & Insights

  • To leverage Data and Insights to continuously enhance our Customer Engagement Model, targeted e-mails sent to different HCPs according to their previous open / non-open status. It enabled us to give our customers more meaningful messages.
  • In parallel to above point, brand teams put themselves into customers’ shoes, all Approved email subject titles and designs were updated to meet customer expectations and mobile UI / UX trends.
  • To measure the success of the campaigns, first ever Analytics Tracker developed. Which shows our Customer Engagement per channel per brand per customer.

Change Management [# employee development]

  • Internal trainings were organized to both Field Force, Marketing and Medical teams.
  • Field Force Training on how to coordinate the engagement with the HCPs, while integrating new marketing channels around F2F and website.
  • Digital Marketing Fundamentals Training to marketers and medical colleagues to give basic understanding of content creation dynamicsdigital terminology and creating sustainable experiences to our customers.
  • To create awareness on these projects, internal newsletters were published to all colleagues in Turkey.

Impact on Human Health [# corporate social responsibility]

  • Increasing the quality of interactions with HCPs helps us to deliver right treatment to right patients. In addition to branded activities and content, we created the first ever non-branded HCP email newsletter.
  • Respiratory newsletter included useful content to be more patient focused via educating HCPs on soft skills.
  • For brands without any sales rep support, digital-only promotion plans executed throughout the year.

Impact on Business (Outcomes)

  • More than 25% increase in the digital channel activities.
  • Market leadership in two major therapeutic areas for launch brands.
  • 5,000+ unique HCPs visited our login-required website in 8 months, which makes more than 75% of our total universe. According to IPSOS market research, Boehringerone.com/tr website reached higher coverage than our main competitors did in 8 months of launch.
  • Avg. email open rate has tripled industry benchmarks. (40%+)

We are powered by people, we share a common purpose that drives everything we do, we serve mankind by improving the health of humans and animals, we believe in building a healthier future for millions of patients and bring innovative solutions with future thinking. We believe that, if we have talented and ambitious people who are passionate about innovation and bring move value to the healthcare community, there’s no limit to what we can achieve. .

Boehringer Ingelheim is a global family owned business with more than 50,000 employees in 103 countries, Boehringer Ingelheim is one of the world’s top 20 pharmaceutical companies, we act in the spirit of a global family that holds together and cares for one another – but also inspires and motivates each other.

THANK YOU

Continue Reading

Magazine

Stevie Awards Winners’ Articles Series – Eng. Abeer Mahmoud Ramadna

Published

on

“Continuous Learning, adopting innovation & creativity and teamwork are among the guiding principles of success and excellence in the government sector” Eng. Abeer Mahmoud Ramadna

Winner Name: Eng.  Abeer Mahmoud Ramadna

Winner Title: Director Assistance for Control & Inspection for Economic Activities at Ministry of Industry & Trade in Jordan

Winning categories:

  1. The Gold Stevie Winner in the category “the most innovative Communications Professional of the year “
  2. The Silver Stevie Winner in the category “Innovation in Community Relations or public Services Communications”
  3. The Bronze Stevie Winner in the category “Innovative Management in Government – Organizations with 100 or more employees”
Brief Biography about the Winner:

Abeer Ramadna is the Director assistant of control and inspection unit at the Ministry of Industry, Trade, and Supply (MIT) in Jordan, she has a Master Degree in Industrial Engineering- Engineering Administration / University of Jordan with “excellent degree”. Abeer has 20 years of experience in private and public sectors, and is a focal point for UNIDO at MIT in Jordan. Abeer is a certified Management development Expert from ITC/ Vienna in 2005, a certified Export Consultant to EU from CBI/Netherland in 2007, certified Lead Auditor for Quality Management ISO 9001:2015, a certified Engineer Expert in Quality and Environmental Management systems in 2018 and a certified EFQM Assessor from EFQM in 2019. Eng. Abeer has a wide professional expertise in many fields that allow her to provide consultations to the organizations in various fields including Quality Management, Environmental Management, preparing industrial polices, strategies and plans, Inspection polices, Monitoring & Evaluation systems, implementing the ISO9001, ISO14001 ISO14040s standards, and conducting technical industrial sectors studies.

Eng. Abeer won three Stevie Awards from three different categories after participation in Middle East Stevie Awards in 2020, these are:

  1. Gold Stevie Winner in a category:” The Most Innovative Communications Professional of the Year”. These categories honor the most innovation in communications practice, management, and use of technology.
  2. Silver Stevie Winner in a category: “Award for Innovation in Community Relations or Public Service Communications”. These categories honor innovation in communications practice, management, and use of technology in the public sector.
  3. Bronze Stevie Winner in a category: “Award for Innovative Management in Government “. These categories honor innovation in executive management including the Award for Innovative Management in a number of industry sectors.

Abeer has been published scientific papers in one of the world accredited journals in E-government. Titled “Barriers to E-Government Adoption in Jordanian Organizations from Users’ and Employees’ Perspectives” in 2017, the link is:

https://www.igi-global.com/article/barriers-to-e-government-adoption-in-jordanian-organizations-from-users-and-employees-perspectives/181280

and published another scientific paper titled: “SEM approach to determine factors affecting e-government success in Jordan”,  the link is:

https://www.researchgate.net/publication/333488499_SEM_approach _to_determine_factors_affecting_e-government_success_in_Jordan

She was selected as a Judge at the Best Jordanian chemical product Award in all three cycles of it during 2015 to 2020, Judge in the 2019 management & entrepreneur Awards categories judging committee Stevie Awards, and Judge at the best industrial engineering project for the Jordanian universities in 2019. She participated in several national and International conferences, meetings and presented papers, as a representative of the MIT / Jordan.

https://www.facebook.com/abeer.ramadna

http://linkedin.com/in/abeer-ramadna-msc-ie-pe-cbi-em-itc-mde-66928170

https://stevieawards.com/ar/mena/eng-abeer-ramadna-2

http://jordanembassyus.org/news/jordanian-engineer-wins-three-middle-east-stevie-awards?fbclid=IwAR2iBj4P8uHERE_Q2Yf-hatk2yJ-bGeq1g8MaYPIz_HJ42HqUyA6UCPehdM

Stevie Award winning Case Study:

  • Developing action plans of inspection development to governmental institutions (Inspectorates) work in fields of health, Environment, labor, safety for economic sectors in Jordan.
  • Supervision of developing Electronic Inspection System for governmental inspectorates.
  •  Conduct many awareness workshops for governmental inspectorates and for private sector institutions.
  • Conduct many workshops and training sessions as A National trainer of trainers in the shaping of future studies.
  • Secretariat of higher committee for Inspection development of Economic Activates that consists from high level management in governmental inspectorates.
  • Abeer is trusted as a competent team leader and confident expert in Quality management & Inspection systems
  • Abeer conducted in 2018 a study titled the Industrial engineering in the government sector in Jordan, current situation and future opportunities and present it in the 2nd International Conference on Industrial Systems & Manufacturing Engineering (ISME’19) Nov, 11-12, 2019 in Amman.
  • Abeer was chosen after a series of selection process as one of the National participants in the Civil Service Development Program in Jordan and attended all phases including the leadership and developing high performance teams at the Royal Military Academy Sandhurst UK during 2019.

Eng. Abeer Mahmoud Ramadna “Continuing to contribute achievements and make positive impacts are goals that are achievable with the presence of strong & positive attitude, self-motivated character & determination.”

Continue Reading

Articles

Stevie Awards Winners’ Articles Series – Asiacell

Published

on

“Winning such an award requires hard work and we encourage other companies to focus on their customers and local communities in order to excel”

Winning Organization: Asiacell

Nomination: Award for Excellence in Innovation in Technology Industries (including Telecom)

Brief about the Organization:

Asiacell is a leading provider of telecommunications and data services in Iraq. As part of international telecommunications company Ooredoo Group, Asiacell was Iraq’s first mobile telecommunications provider to achieve nationwide coverage. Asiacell is also a leading internet provider with its 3.9G data services, offering the best network coverage in all of Iraq since January 2015.

Stevie Award Winning Case Study:

As part of its commitment to expand network coverage in Iraq, Asiacell has continued to support the redevelopment of the country’s infrastructure and economy and the provision of high-quality connectivity solutions. It has enhanced its “Hot Zone” restoration strategy by putting 200 sites on air and connecting over 500 sites to 3G.

Focused on improving the quality of life for communities, Asiacell’s CSR initiatives are focused on key areas, such as health, education and culture. Asiacell has equipped several higher education institutions with computer labs and supported the renovation of schools, with the aim of providing quality education infrastructure. It also partnered with the Chibayish Environmental Tourism Organization to build the first Iraqi Marshlands heritage museum in Ahwar as part of its efforts to revive Iraq’s Marshland, while generating a positive effect on tourism and jobs creation. 

Recognising that its people are its key asset, Asiacell continues to roll out initiatives focused on engaging and empowering employees. It has invested heavily in digital transformation, including digital upskilling for employees, and streamlining of various internal processes in order to nurture a digital-first culture that embraces innovation.

We are so glad to be recognized as a successful and innovative telecommunication company in Iraq with a Stevie Award for “Excellence in Innovation in Technology Industries”. Recognition from the Stevie Awards means a lot to us and motivates Asiacell to continue to serve the community with professionalism. Winning such an award requires hard work and we encourage other companies to focus on their customers and local communities in order to excel.

THANK YOU

Continue Reading

Recent Posts

Articles2 days ago

Stevie Awards Winners’ Articles Series – Boehringer Ingelheim

“We are powered by people, we share a common purpose that drives everything we do, we serve mankind by improving...

Corporate6 days ago

Q&A with Yasmine Yehia | MEA Employer Branding Manager at Schneider Electric, Life Coach & Consultant

Interviewer: Mahmoud Mansi “To be able to have a strong brand, you need to start from within – you need...

Magazine1 week ago

Stevie Awards Winners’ Articles Series – Eng. Abeer Mahmoud Ramadna

“Continuous Learning, adopting innovation & creativity and teamwork are among the guiding principles of success and excellence in the government...

Civil Work2 weeks ago

مقابلة صحفية مع إيناس عبدالقادر – مهندسة نسيج ومتحدثة في مؤتمر تيدكس وادمدني بالسودان

صحافة: محمود منسي ثورة الموارد البشرية: إيناس لديك العديد من الخبرات في مجالات مختلفة، هل يمكن أن تعطينا نبذة عن...

Articles2 weeks ago

Stevie Awards Winners’ Articles Series – Asiacell

“Winning such an award requires hard work and we encourage other companies to focus on their customers and local communities...

Interviews2 weeks ago

Q&A with Germeen El Manadily; TV Presenter | Publisher | Digital Marketing Expert | TEDx Speaker

Interviewer: Mahmoud Mansi “After the COVID-19 Pandemic, the world came to the realization that social media has a huge influence...

Interviews2 weeks ago

Interview with Stephanie Runyan, PHR, the Director of Learning for the HR Certification Institute

“HR professionals must be prepared for anything.  The roles of HR professionals continually change, there will be a continued need...

Interviews2 weeks ago

Q&A with Mahmoud Sami Ramadan – Digital Advertising Specialist, Dubai

Interviewer: Mahmoud Mansi “I am going around and discovering and jumping from one field to another, to be able to...

Articles3 weeks ago

Qisaty Project & Developing Talent in Children with Special Needs in Egypt

Edited By: Mahmoud Mansi Qisaty Project – founded by Mona Lamloum – was launched on 26th December 2019 to support...

Articles1 month ago

Stevie Awards Winners’ Articles Series – Kuveyt Türk Participation Bank Case

“Each institution’s culture is unique. Employee culture and corporate culture should create a common blend” Nomination: Stevie Internal Communication Bronze...

Categories

Trending