中国职业经理人道德行为问题外文翻译.docVIP

外文翻译 原文 Chinese professional managers and the issue of ethical behaviour Material Source： Ivey Business Journal May/June 2005 Author：Roger Chen and Chia-Pei Chen According to this author, a vicious circle exists in many Chinese organizations: Owners dont trust managers, and in turn, managers take actions that benefit themselves but hurt the company. In some cases, managers resort to unethical behaviour voluntarily; in others, they feel forced to do so to protect their careers. In almost all cases, unethical behaviour is rarely punished, which is why foreign companies investing in China should be concerned. In todays booming Chinese economy, more companies are facing the challenge of managing their employees. Labour dispute cases in China increased by nearly 300 per cent between 1990 and 2000, and the number of employees involved in the disputes increased by 91 per cent. Many of these disputes involved senior management, and some companies suffered losses because of them. A large Chinese home appliance company experienced serious difficulties when an internal power struggle caused its senior sales manager and all of his key subordinates to go to work for a competitor. Similarly, a Chinese electronics company almost went bankrupt when a senior managing director left the firm to set up his own company and took all of the wholesale customers with him. While he was an employee of the electronics firm, the director had used the power of his position and company resources to build relationships with wholesalers. In addition to walking off with company contacts, many Chinese managers take advantage of their senior positions in an organization to benefit themselves in unethical ways. For example, in Lanzhou, a city in northwest China, a company found that one of its managers used his senior position and power to transfer company funds to his own account. By the time the company found out, all the funds had already disappeared. Also, it is a well-known fact that senior mana