"Mixed race" teams are the best
under certain circumstances, we allow some "flexibility". It should be pointed out that what we "adapt" is the company's system, not the implementation of the system. Chen Qiyu, CEO of China, just won the title of "China's first excellent professional manager in the IT industry". In this senior professional manager from Hong Kong, there are both the rationality and preciseness of Western-style professional managers and the sensibility and flexibility of Chinese-style professional managers. Some people say that it is this combination of Chinese and Western that has created Chen Qiyu's personal charm and the unique management team and corporate culture of the China independence association under his leadership. On the differences between professional managers in Chinese and foreign enterprises and China's practice in choosing professional managers, this newspaper interviewed Chen Qiyu, who has received dual education in Chinese and Western culture and has experience in both Chinese and western enterprise management
for enterprise vs. boss
Chen plastic is an important organic synthetic high molecular material. Qiyu said that there are many differences between Chinese and foreign professional managers, but there are three main points
Chen Qiyu believes that the first difference is "institutional system" and "relationship system". A typical Chinese-style enterprise and a typical Western-style enterprise have different connection elements between "enterprise" and "manager". In Western-style enterprises, what lies between "enterprise" and "professional manager" is system; In general Chinese enterprises, the relationship between "enterprise" and "professional manager" is. The difference between the two lies in that the core of the institutional system is "law", and the core of the relationship system is "human". In Chinese enterprises, the power and prestige of leaders play a great role
the second difference mentioned by Chen Qiyu is "post thinking" and "overall thinking". In a typical Western-style enterprise, professional managers are in a process system with a very strict division of labor. Every professional manager has a strong sense of position, and they will be very professional in the field they are responsible for. Comparatively speaking, Chinese professional managers may not be experts in a certain field, but they tend to be more able to see things from the perspective of the overall situation. This seems to be the Chinese tradition - "being humble does not dare to forget to worry about the country". Even in a relatively low position, he can also think comprehensively about the project and the company. Usually, goals and tasks will also be subdivided and implemented on everyone's head, but this subdivision may be relatively rough, and the boundaries between them may not be very clear. Chen Qiyu especially pointed out: "in the face of global competition today, Chinese professional managers should be more professional in their own positions."
the third difference in Chen Qiyu's eyes is "rational thinking" and "perceptual thinking". He believes that western professional managers pay more attention to data and logic; Chinese professional managers are different. From the perspective of decision-making, this difference can be seen clearly. For example, a Chinese professional manager who also wants to open a fast-food restaurant will also consider factors such as people flow and income, but it often does not form a quantitative thing, but an intuitive impression. He might say: there are many people, relatively rich, young people, etc. Western style professional managers will speak with figures: the average number of people arriving here every day is 3000, the average income level is 3500 yuan, and the average age is 35 years old
from the perspective of implementation, there are also some differences. For Western-style professional managers, the implementation process is a pure work. What they first think is how to do it more reasonably and effectively. Generally, they don't think about anything other than work; While Chinese professional managers may think more about what the boss thinks when executing, and then make decisions according to the boss' ideas, rather than doubting its rationality, or re analyzing tasks with rationality; Similarly, if it is a job assigned by a colleague who has a good relationship with him, he may do it more attentively. In other words, friendship with colleagues plays a potential role
the "hybrid advantage" in management
Chen Qiyu believes that the different ideas of Chinese and Western managers should be said to have their own strengths. There is a phenomenon called "hybrid advantage" in biology, which is worth learning from in management. China has established a management system that integrates the essence of Western management and the characteristics of Chinese culture and adapts to the Chinese market, including three aspects: system level, professional manager selection level and corporate culture level. Chen Qiyu said, "in integrating the advantages of Chinese and Western professional managers, an important way for us is to establish a 'compatible' corporate culture. Through a unified corporate culture that can be recognized and accepted by professional managers from different backgrounds, China can stimulate and expand the commonalities between professional managers and create a good stage for them."
in terms of personnel selection, China has always adhered to its own distinctive practices. That is to say, senior executives with typical Western management background go to China to find local excellent professional managers. Chen Qiyu believes that this is a more feasible way to integrate the differences between Chinese and foreign professional managers. Chen Qiyu said that China has a wide range of businesses, mainly focusing on the Chinese market. The company is headquartered in Hong Kong and has operating units in Beijing, Shanghai and Singapore. Such an international company with extensive business and large geographical span determines that its professional manager composition must be diverse. China has never tried to completely eliminate the differences between Chinese and foreign professional managers. It is mainly composed of "ghost fishing gear", but integrates these differences, makes them complementary, and jointly completes the company's mission
when talking about the "compatibility" of China's system, Chen Qiyu said that the essence of our enterprise's system is western. The western enterprise management theories and methods represented by the United States have been formed in the long-term practice of market economy, and the facts have proved to be effective. We hope that the system of the company will not change because of the change of the leadership. It should be rigid. Professional managers should accept and integrate into this system, rather than change it according to their own style. At the same time, we still allow it to have certain plasticity, and under certain circumstances, we allow some "flexibility". It should be pointed out that what we "adapt" is the company's system, not the implementation of the system. In other words, if some regulations of the company are too "rigid", we will consider revising these "rigid" clauses with the advantages of high efficiency, energy saving and high cost performance to suit the actual situation, but we do not allow the so-called "flexibility" outside the system in private
Chen Qiyu gave an example. He said, "there is no advance loan system for business trips or activities in China except in mainland China. But in mainland business institutions, such as Beijing and Shanghai, when employees need to use a large amount of cash for work reasons, they can first borrow money from the company and then reimburse with invoices." Chen Qiyu said that our local professional managers believed that this borrowing system was necessary, an important condition for the company's employees to do a good job, and also a measure adopted by many companies in mainland China. Then, we accepted this proposal and made "modifications" in the system. (end)
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