State Grid individual project.docx

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Table of Contents Overview 2 Hofstede’s Cultural Dimensions Comparison 3 Managerial Theory 5 Planning 6 Organizing 8 Leading & Communication 9 Controlling 11 Organizational Change 13 Use of Teams and Teamwork 14 Works Cited 16 1
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State Grid Corporation of China is a pilot state-owned enterprise by the State Council that was established on December 29, 2002. The company was founded by the Government of the  People’s Republic of China in order to partake in commercial activities on the government’s  behalf. As the largest utility distributor in the world, its headquarters is located in Xicheng  District, Beijing. SGCC mainly focuses on building and operating power grids as its core  business. However, as a state-owned enterprise, it is crucial to providing the Chinese nation with  energy and maintain a stable economic lifeline, all with a mission to provide safe, clean,  economical and sustainable power for the development of society. Moreover, this large company operates under RMB 536.3 billion registered capital and 1.72 million employees. SGCC provides power to over 1.1 billion people in 26 provinces, autonomous regions and municipalities  covering 88% of the national territory. The company also owns and operates foreign assets in the Philippines, Brazil, Portugal, Australia and Italy with high performance ratings thus placing 2 nd   on Fortune Global 500. 2
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State Grid Corporation of China runs and operates in China therefore, many of the  management practices are different compared to North American countries such as Canada.  When exploring Geert Hofstede’s five cultural dimensions; Power distance, Individualism,  Masculinity, Uncertainty Avoidance, and Long Term Orientation it is notable that China and  Canada have many differences and also similarities in certain dimensions. Power distance This dimension refers to the degree to which a society accepts unequal distribution of  power. In a high power society like China ranking at 80, one can expect to find a greater respect  for age, status, and titles. In addition, individuals in these cultures tend to be more influenced by  power, prone to follow orders by authority and accept differences in rank. This is different to  3
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Canadian culture, with a score of 39, individuals in this society place value on egalitarianism.  Furthermore, it is common for managers to consult and share information freely with staff  members and relying on them for their expertise.
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  • Fall '08
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