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Misunderstanding+the+Chinese+Worker+-+WSJ_com

Misunderstanding+the+Chinese+Worker+-+WSJ_com - Close July...

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Global Close DOW JONES REPRINTS This copy is for your personal, non- commercial use only. To order presentation-ready copies for distribution to your colleagues, clients or customers, use the Order Reprints tool at the bottom of any article or visit: http://www.djreprints.com/ . See a sample reprint in PDF format . Order a reprint of this article now . THE JOURNAL REPORT 1 Most companies have managers 2 who can turbocharge results. The trick is finding -- and nurturing -- them. Accidents lead to innovations 3 . So, how do you create more accidents? Seven tips for making 4 forecasting more effective. You've created a team 5 to solve a problem. Here's some advice: Don't put one person in charge. Here's what e-tailers 6 can learn from airline pricing. How offshore outsourcing 7 affects customer satisfaction. MySQL chief Marten Mickos 8 shares ideas. • See the complete Business Insight 9 report. FOR FURTHER READING See these related articles from MIT Sloan Management Review. The Seven Disciplines for Venturing in China By Ajit Kambil, Victor Wei-Teh Long and Clarence Kwan (Winter 2006) The authors identify seven disciplines critical to successful investment in China. http://sloanreview.mit.edu/smr/issue/ 2006/winter/17/ 10 Making People Decisions in the New Global Environment By Claudio Fernández-Aráoz (Fall 2007) The author contends that organizations can improve their
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branded hotels in China last year and this year. Many of the workers we studied wanted more than just a paycheck from employers, took pride in being part of a team and often were willing to go beyond minimum requirements to solve problems on the job. While some of the West's impressions of Chinese workers may have been accurate when U.S. multinationals first started doing business in China in the early 1980s, our findings indicate that what Chinese workers want from a job and what they are willing to put into it has changed since then. And if what we discovered in the hospitality industry runs true across other industries in China, then multinational companies may be using the wrong incentives to attract and retain Chinese workers. By focusing solely on salary as a motivational tool, they are giving short shrift to things such as training, time off and community building -- incentives that could go a long way in a highly competitive job market. The Wrong Models Some of the disconnect between Western managers and Chinese workers stems from the fact that multinational companies formed their opinions of Chinese labor from their interactions with migrant laborers, whose main goal is to make enough money to give relatives back home a better life. Migrant workers account for a big chunk of the work force in China's special
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