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Giving Asian mentality through guidance

What is the Asian mindset?

Asian Culture – Religion and Philosophy The roots of Asian culture and practice are greatly influenced by the great religious teachers and philosophers of the East. For China, Japan and South Korea, the people were influenced by the teachings of Confucius and Lao Tzu, the Muslims of the Prophet Muhammad and the Indians of the Buddha.

“The Chinese and Japanese societies are based on the purpose of Confucius, which aims to promote individual order, respect, hierarchy, courtesy and sacrifice for the greater benefit of the family or community.” Robert George in his book “ The thing is pointed out in the pendulum.

Western Jewish and Christian traditions place great emphasis on the lives of everyone, while Asian traditions, community life, companies and families are more important. There are many things that can be seen from this difference. First, Asians emphasize social harmony and consensus. Individual initiative and personal creativity are not as important as the willingness to integrate personal identities in the lives of companies, families or communities.

Muslims tend to be more pragmatic because of the geographical balance between East and West. This culture spans strategically between Eastern Chinese and Western Romans, so people often find values ​​of Eastern respect, social order and good manners in Muslim society.

I understand that these general statements may not apply in many cases. The purpose is to present these points for discussion. A fundamental feature of Asia is its focus on community values. Eastern society pays more attention to collective achievements.

Because of this key cultural value, some behaviors can be identified with Asian society. they are:

1. from

The desire to maintain harmony from

Pass: a. Representing "yes" does not necessarily mean agreement b. Avoid facing problems even when it comes to performance. C. I can't express my feelings completely honestly. d. Despite the differences, they are pretentious for courtesy and courtesy.

2. from

Respect for the elders from

Maintain order and rank by: blocking individual opinions when ideas are different. Bay even if they disagree, avoid challenging the elderly. C. Bring suspicion to the elders. Although the above cultural values ​​also appear in Western society, they are more obvious in Asia.

However, as Asians become more Westernized and incorporate Western values, the differences in values ​​are becoming less and less obvious. Western education systems have also played an important role in narrowing these cultural differences. The lifestyles and work practices of Western multinationals have influenced the management style and leadership practices of Asian managers.

Despite the convergence of East and West, some cultural differences that are still obvious include:

1. More emphasis on "we" than "I, I" in social interaction.

2. Respect the elderly and the elderly in a polite and polite manner.

3. Avoid giving honest feedback to maintain relationships and harmony.

4. Saying "yes" or nodding does not necessarily mean consent.

5. Emphasize collective efforts rather than individual heroism.

6. Higher value lies in work and making money rather than social fun.

7. Low performance and more reflective behavior.

8. Superior subordination tends to reflect traditional parent-child relationships.

Asian leadership and management styles Susan Curtis and Lu found in their research paper “The Impact of Western Education on Future Chinese Asian Managers” that Taiwanese companies are often associated with over-control attempts. For companies created by many other entrepreneurs in Asia, no matter how big they are.

According to Littrell [2002], employees working in an Asian Chinese management environment tend to show higher dissatisfaction than working in a multi-country working environment in the West. Although one might expect Asian capitalist countries to have different leadership styles than mainland China, this study shows that Taiwan and Malaysia have similar approaches in managing development and leadership styles.

Therefore, for Asian organizations, there are indeed two types of challenges, namely:

1. Let managers lead and guide more, not management and control

2. Encourage employees to express themselves more openly

Some progressive Asian managers have effectively led and directed their team members, and many Asian employees with higher education are more likely to express themselves publicly.

Watson Wyatt Asia Survey In August 2001, Watson Wyatt interviewed 115,000 respondents in more than 500 companies in 11 Asian countries. The study includes multinational companies and large local companies. Interestingly, the survey shows that many Asian employees have low levels of trust and confidence in their senior managers and business leaders.

Consider these findings:

1. Less than one-third of the paid workers surveyed in 11 Asian countries have a good impression of the level of trust between senior management and employees.

2. Only 37% of Asian workers believe that their senior management's behavior is in line with company values.

3. Only 38% of senior executives gave a good evaluation of the decision-making or change capabilities required for their company to compete effectively.

Asian entrepreneurs and supervisors have very strong technical knowledge but lack management and leadership.

“We have a generation of leadership and supervision. They grow up and have strong technical expertise, but they don’t actually have management skills; the weak aspects of staff management – ​​guidance, advice and guidance – don’t exist.” The conservative cultural influence of many Asian countries also It tends to widen the gap between employees and managers. It is said that US managers often praise or point out errors quickly, but in Asia, managers may not always provide clear and timely feedback.

In Asia, “yes” does not always mean consent, “no” does not always mean no. Some people might think they did a good job, but they heard their boss complaining to another person that they let the ball fall. Mr. Orbeta of Watson Wyatt said that such a cultural dimension makes it difficult for leaders to give feedback to employees. The findings are consistent with my experience. Many Asian managers did not receive appropriate training to provide feedback During the same period, Watson Wyatts conducted a similar survey of approximately 12,500 employees from 67 leading companies in Malaysia and found that Malaysian employees are:

1. Seek more effective leadership.

2. Disappointed with the supervisory level.

D. Harvard Business School Professor of Business Administration Quinn Mills shared this idea:

Summarizing the importance of Asian cultural values ​​and their impact on Asian leadership styles and behaviors, Asian managers must explore and consider new possibilities for leadership approaches that enhance their effectiveness. We need to find more effective ways, be more open and courageous, and provide honest feedback in a timely manner without confronting relationships. We need to discover new ways to develop others, rather than letting them rely too much on us as leaders. We need to learn how to help others openly and safely share their thoughts and ideas. I am here to suggest that we use the coaching approach as a tool to help us become more effective leaders and develop a coaching mindset for ourselves as a tool for learning and growing with others.

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