Management: Your Turn to Be a Manage Essay (Critical Writing)

Introduction

Different countries have varied etiquettes that everyone is expected to abide by. Violating these etiquettes may at times be seen as ignorance or undermining people’s beliefs ands cultures. This may result in one having a sour relationship with natives or even face a lot of resentment. It is with this respect that all managers ought to have a clear knowledge of country etiquette (Robbins & Coulter, 2008, p. 243). This is to help them ensure that they do not come into collision with people’s beliefs and cultures which may compromise the performance of an organization. This paper aims at considering the Australian and Chinese etiquettes, comparing them and giving insight on how they may be of help to managers.

Australian etiquettes

There is a common belief among the Australian that all people ought to be in the same level within an organization. The idea of a master and a slave in the organization is not generally reflected. For managers who are seen to dictate on Australians on things to do, they are faced with stiff opposition. This leads to them having a poor relationship with their subordinates. Rather than dictating on issues, one is expected to support his argument and give others an opportunity also to present their ideas (Admin Secret, 2010, Para. 1-4). The natives give high value to social and class equality. This goes to an extent that they rebuke the act of occupying a back seat in a taxi. It shows that one is more superior compared to the taxi driver.

Chinese etiquette

Most of the Chinese etiquettes are based on numerous puzzles and sayings within the country. For instance, they believe that by striking an iron bar severally, you can change it to the size of a needle. This is the puzzle that makes the Chinese become patient and determined in achieving their goals no matter the circumstances. For one to be accepted in the Chinese organizations’, he or she has to be perceived as one working in the country for the extensive haul. This costs determination and commitment. A cordial relationship in China asks for trust between the parties. This takes time and calls for patience. Chinese have different attributions towards colors and a manager ought to have clear information on these colors. Red color in the country reflects richness and success if it is accompanied in services or products (Admin Secret, 2010, Para. 2-4). The Chinese attributes the black and white colors to bad omen. These colors are used in funerals and ought to be avoided in organizations. Yellow and golden colors are other colors associated with power and success.

There are other beliefs within the country that need to be obeyed for one not to be in conflict with the Chinese. For example, managers have to ensure that chicken heads placed on their benches always face towards them. People believe that whenever the head is placed facing another person, that person will be send packing from the organization (Admin Secret, 2010, Para. 5-7). Chinese also have different attributes with numbers where number eight is associated with luck while number four is associated with failure.

Comparison of the etiquettes

From both countries, it is evident that people in the two countries highly value the norm of serving others rather than serving oneself. Australian is found to work towards striking a balance between personal lives and that of the entire community. The idea of promoting equality at workplaces is to ensure that every person has equal contribution to matters affecting the organization and are treated equally. T6he Chinese on the other hand have the culture where one is not supposed to serve him or herself in the banquet. Rather, one has to be served by his or her neighbor and reciprocate by serving the neighbor. This is to nurture the culture of teamwork and devotion within the organization.

However, the two etiquettes are different in some manner. While the Australians discourage the issue of master and slave within the organizations, this is not discouraged in China. People within the organization in China are not equally treated with different staffs having varied ranks. Leaders can decode on what to be done within the organization and be supported by their subordinates. In Australia, dictating on what to be done is considered as elevating oneself above others in the organization which is not encouraged. This leads to one facing op[position thus affecting the performance within the organization.

Importance of the information to a manager

Success of any organization depends on the ability f the manager to have a good relationship with other staffs. This is because the manager is responsible of coordinating operations within an organization. A manager with clear information on the etiquettes practiced in Australia can be in a position to articulate his or her guidance in a manner that he or she does not appear to be on top of other staffs. This is to avoid opposition (Robbins & Coulter, 2008, pp. 251-257). On the other hand, a manager with ideas on etiquettes practiced in Japan can be able to ensure that he encourages his or her staffs to work towards organization goals. This is by reminding them about various sayings used in the country. One can also be able to avoid using unwanted colors within the organization as well as in its products and services.

Conclusion

By managers being well informed on different etiquettes practiced in various countries, they can be capable of coming up with ways of aligning their management practices in a way that they are congruent with these etiquettes. This is to ensure that there is cooperation in all activities within the organization.

Reference List

1. Admin Secret. (2010). China Etiquette Guide.
2. Robbins, S. P. & Coulter, M. (2008). Management (10^th Edition). New York: Prentice Hall.
3. Admin Secret. (2010). Australia Etiquette Guide.