Nowadays, Chinese economy is getting important among the world countries. So doing business in china was considered a smart way to earn money. As many global companies want to earn more money, then they are start their business in china. They all want to receive the success of their business. But when they actually start their business, there are many problems. The reason why there are problems in their projects is, there are several differences between Chinese and American project management usage in internal problem because of the different culture we experiences.
There are differences when Chinese and American build a new business plan, face the improvement of productivity, and focus on the different point of the project. When a cross culture company builds a new plan in a project, Chinese and American express themselves in different ways. There must be conflicts when the project developing, because people think in different ways when they face a problem, even it happens in the same country. The author Dennis (2004) mentioned that most Chinese employees use indirect ways to express them, but Americans use direct way.
Because of the differences, they experience, they think difference; they have different goals in a project, and they use different way to make sure the plan work through. Chen (2009) did a research called “Schwartz’s Model” which explained how Chinese and American work on a project: in the United States, people use the equal values make sure the work goes flat. But in China, people adopt conservative and accommodates values between hierarchy and harmony. (Chen 2009). Which means American keep the projects in stability; they think every member in the group is equal.
Chinese use power to control the employees to keep the project complete on time. So this is the first internal problem. When the company needs to improve the productivity, they solve the problem in different ways. There are different ways to improve the productivity. But Chinese and American would separate apart by their culture patterns. There are American companies running in china. The manager of the company is foreigner, but worker are all Chinese. They have problems in communication between each other. That will lead misunderstanding.
The author Ballow(2004) also says that Americans make their own goals as their work. They work for themselves, for their own aim. But Chinese work together for their goals by give up their own idea, they working on the same goal. And similar opinions also founded in “Hofstede’s Model” (Chen 2009), which tells a fact is Chinese act different in uncertainty avoidance; dimensions of power distance, long-term and short-term orientation. This fact will lead low efficiency in the whole group. Workers are unhappy when they work together.
So it will receive different result after the productivity improvement. Chinese and American also focus on different kind of motivations when they doing the projects. The Chinese view people differently as “in-group” and “out-group”. American encourages their group members to learn from each other and “work first”. (Ballow 2004)Americans usually do work by themselves. They focus on the efficient of a project which means they want the wok finish in a short period. So they use a sort of benefits to encourage worker. Chinese use promises in giving the power.
They would judge a worker who working hard to join the higher group, like to be the next leader. The article written by Ling claims that project managers should not be too focused on monitoring activities, and getting the job done expeditiously. (Ling 2008) Both of two kind solutions are not perfect. We need to find a balance in the situation, learn each other’s good way, and change it to improve their own management. In conclusion, Chinese and American project management usage has several differences when they face internal problems.
Because of the different cultural Chinese and American experiences, we have different solutions. Although there are differences when we build a new business plan, face the improvement of productivity, and focus on the different motivation of the project. If we have good way to communicate with each other, we can solve the problem between Chinese and American cultures in Project Management and Internal Problems. References: Dennis G. Ballow, Sr ,2004,“globalization and cross-cultural issues in project management” ,PMP’ Project Management Knowledge Transfer, Inc.
Florence Yean Yng Ling; Sui Pheng Low; ShouQing Wang; Temitope Egbelakin, “Models for Predicting Project Performance in China Using Project Management Practices Adopted by Foreign AEC Firms”, Dec 1 2008, Journal of Construction Engineering & Management Karine Simard; Carl S. Guynes; Melinda Cline; June 2010, “Ace Project As A Project Management Tool”, American Journal of Business Education, olume 3, Number 6 Ping Chen; David Partington; Maoshan Qiang, June 1, 2009, “Cross-Cultural Understanding of Construction Project”, Journal of Construction Engineering & Management, 477-488