China is facing many new business challenges as a result of rapid growth and a changing world economy. How can managers develope the skills they need to cope with these challenges in a changing world?

With the accelerating integration of China into the global economy, there is a thirst to understand how Chinese managers like to lead and how Chinese employees like to be managed. There is no doubt that China can be a difficult and risky market for foreign businesses. The authors show managers how to succeed when doing business in China.

The greatest challenge to international business today is how to manage business operations across cultural boundaries. This is especially true in the case of China, which has attracted a massive amount of foreign investment and international trade recently. This new study examines three main themes: * the partnership of management through joint ventures * the human resource aspects of management * the management of communication, co-operation and negotiation The crucial issue of trustworthiness, the different managerial practices in China and the West, the importance of being well prepared and understanding Chinese negotiations are the major contemporary issues identified and discussed in this book.

Management Practices in China draws on real business case studies created by senior managers, many of whom are studying on or alumni of Executive/International MBA (EMBA/IMBA) Programmes in Mainland China. It captures unique, actual, operational and strategic business cases, written to reflect and learn from real-world problems and challenges. Good quality case studies are always hard to find, and this book creates a unique contribution, in providing real-world cases produced by and for practising managers. It will be of great benefit to teachers, researchers and practitioners (including EMBA/IMBA students) both in China and internationally, and provides important and valuable insights into decision-making in China-based companies. The book features up-to-date cases from a wide range of China-based companies, from multinationals to small and medium-sized enterprises, including for- and not-for-profit organisations, a significant proportion of which are China-owned. Management Practices in China is the second title in The China Business Case Study Series. It is published in association with the University of Aberdeen (UK), and Webster University (USA).

The approach to managing human resources has changed significantly in China over the last twenty-five years as its transformation from a state planned economy to a market-oriented economy continues. By adopting a broad notion of HRM, while remaining sympathetic to the strong emphasis on relationship management in the Chinese culture, Fang Lee Cooke builds on the foundations of traditional Chinese HRM practice and brings it right up to date, including analysis of currently under-explored issues such as diversity management, talent management, new pay schemes, and performance management. Including extensive first hand empirical data and pedagogical features such as vignettes, case studies, and further reading lists. This book will be of great use on upper level undergraduate, post graduate and MBA courses covering international/Chinese management and HRM as well as appealing to practitioners, students and scholars of Chinese Business, Asian Business and Human Resource Management.

This pioneering book offers a unique constellation of essays focused on the important social and economic changes affecting educational institutions in China. It provides an in-depth examination of the potential and obstacles for business and management education in the world's second largest economy and most populated country.This volume is an essential resource for anyone with an interest in teaching, developing a new program, or entering into a joint venture in China. A wide range of topics, such as economic transition, pedagogical issues, professional training and alliance formation, are discussed from the standpoint of deans, educators, directors and consultants of educational institutions hailing from both the East and the West.

Heritage Sites in Contemporary China: Cultural Policies and Management Practices focuses on cultural heritage policies in China emerging in the period of the 11th and 12th Five Year Plans. Various important Chinese sites across China are investigated, including Luoyang Sui, Daming Gong, Niuheliang, Xinjiang, and Nanyuewang through the dual perspective of archaeological debate and as a case study of policy making. It explores the relationship between policy and the institutional and administrative conditions, such as budgeting and land concerns, which affect it. Building on the research project implemented by the China Academy for Cultural Heritage (CACH) from 2012–2014, which focused on the impact of the Dayizhi Policy for Great Archaeological Sites, the book provides an interdisciplinary insider’s approach to viewing archaeological discoveries; policies and emerging practices in site and archaeological management; and public administration in China. Featuring contributions from experts within CACH and from the Chinese community of archaeologists, and including numerous tables, data and maps, it will appeal to researchers and scholars in disciplines such as archaeology, heritage management, public administration, and policy making.

This book is an essential guide to understanding how managers in China and Southeast Asia make effective economic decisions. In today’s competitive global economy, it’s vital to grasp how the most dynamic part of Asia is employing accounting tools in actual practice. The carefully crafted empirical studies presented here demonstrate the application of management accounting concepts in a variety of economic scenarios. Overall, these comparative investigations describe theory and common practices in a way that yields insights for both strategic and day-to-day problem solving. Accordingly, Management Accounting in China and Southeast Asia will interest graduate students, professional practitioners, and researchers in accounting, management, and finance.

In Best Practice Kimberly Chong provides an ethnography of a global management consultancy that has been hired by Chinese companies, including Chinese state-owned enterprises. She shows how consulting emerges as a crucial site for considering how corporate organization, employee performance, business ethics, and labor have been transformed under financialization. To date financialization has been examined using top-down approaches that portray the rise of finance as a new logic of economic accumulation. Best Practice, by contrast, focuses on the everyday practices and narratives through which companies become financialized. Effective management consultants, Chong finds, incorporate local workplace norms and assert their expertise in the particular terms of China's national project of modernization, while at the same time framing their work in terms of global “best practices.” Providing insight into how global management consultancies refashion Chinese state-owned enterprises in preparation for stock market flotation, Chong demonstrates both the dynamic, fragmented character of financialization and the ways in which Chinese state capitalism enables this process.