中美职场潜规则差异揭秘.docVIP

中美职场潜规则差异揭秘Anne Fisher为《财富》杂志《向Anne提问》的专栏作者，这个职场专栏始于1996年，帮助读者适应经济的兴衰起落、行业转换，以及工作中面临的各种困惑。一样是当老板，在中国和在美国的情形可能完全不一样，而造成这种情况的原因就在于中美文化传统的不同。在异国文化环境里带团队的管理者必须搞清楚这种微妙的差异。Dear Annie: I joined a global manufacturing company as a project manager last year, and have now been tapped for my first overseas assignment, in one of our factories in China. Its a big career move, since all the senior executives in my division have a lot of international experience, and Im really excited about it. ????The only thing giving me pause is that Im being sent there to turn things around, replacing someone who failed to reach the targets set by senior management. When I asked him what obstacles he was dealing with, he said that, although he explained repeatedly what needed to be done, the team he managed kept doing everything the same old way. Another issue has been that people who were aware of major production glitches didnt say anything until it was too late to fix them. Can you or your readers shed any light on how to avoid a replay of the same problems? — Beijing Bound ????Dear B.B.: Interesting question, especially since international assignments seem to be on the rise. Almost 40% of U.S.-based companies sent more employees overseas abroad in 2013 than they did in 2012, according to recent report on corporate relocations by movers Atlas Van Lines. Some employers offer cross-cultural training to managers theyre sending overseas, but others — such as yours, apparently— expect people to figure it out for themselves. ????That can be tough, because even Americans who have traveled a lot on vacation often dont grasp how doing business differs across cultural lines. A big factor in this is that American business norms are the most task-oriented in the world, notes Erin Meyer, a professor of management at global business school INSEAD in France. Managers are focused on the work. They just want to get the job done. ????In many other countries, however — including China, Japan, Korea, and India