This paper examines the organisational hierarchies and decision making processes of two Chinese multinational enterprises operating in Vietnam—hina Luoyang Floating Glass Corp. （CLFG） and China TCL Holdings Co. Lt...This paper examines the organisational hierarchies and decision making processes of two Chinese multinational enterprises operating in Vietnam—hina Luoyang Floating Glass Corp. （CLFG） and China TCL Holdings Co. Ltd. （TCL）. For this study, research data were obtained from in-depth interviews of more than 20 government officials in E R. China and Vietnam, and managers and staff of those two enterprises. Results indicate that the organisational structures of the two enterprises are still vertical but complex, although moderate changes made to them post the nationwide economic reform of China. Consequently, decision making process follows a ＂top-down＂ model, sometimes, with insufficient grassroots information. Findings are discussed in the light of political, social and cultural milieu, and implications are drawn for the management of Chinese multinational enterprises operating in overseas markets. Both CLFG and China TCL are structured on task specialisations. However, departmentalisation in TCL＇s overseas division in head office is not only based on products, but also on geographical regions of markets. The organisational structure of TCL in Vietnam is less complex than the international division, but it is more centralised. Decision making at TCL combines more traditional Chinese business philosophy with modern western organisational characteristics. TCL has a strong western influence in its management style. However, some traditional characteristics such as ＂hero＂ leadership influence and political influence are involved with decision making at TCL. Amongst others, the transitional economy, social culture, poor management system and political sensitivity have been major elements influencing decision making. In the case of CLFG. some decisions have been made before proper information has been gathered and analysed.展开更多
This paper discusses the relations between mass media and urban tribes, by Stafford Beer＇s viable system model （VSM）. During 1950-2010, the influence of media and advertising over individual decision-making process...This paper discusses the relations between mass media and urban tribes, by Stafford Beer＇s viable system model （VSM）. During 1950-2010, the influence of media and advertising over individual decision-making processes has deepened of age range to which have targeted advertising and expanded for Western world, leading the culture diversity, naturally given, toward only one standardized culture prevailing nowadays. In the 1960s they were the women, then the young people during 1970s, and then children in the 1980s and during the 1990s over early childhood, when we learnt to speak （3 years old）, achieving brand loyalty among very young children and the brands of products for this age group. From this perspective, urban tribes have taken control of the lives of young people, offering a false freedom, at the moment of choosing ＂How to be yourself＂ from options given in the market as a ＂catalogue of predesigned identities＂. A phenomenon is so complex, so it requires a holistic framework able to make explicit its components and relations between them and the relationship with internal and external environment. In particular, the VSM provides a way to analyze communication＇s problems thus clarifying： how, when and where, repair and controlling into the organization, identifying strategies to improve decision-making. Given the recursive nature of the VSM, it is possible to navigate within the phenomenon, through different recursions＇ levels. It will help to define more assertive and effective policies by health authorities, education and government in general, and also help someone among young people to see themselves inside of a dynamic consumption and thus can leave the domain and enter into a recta-domain, with more wisdom and consciousness.展开更多
文摘This paper examines the organisational hierarchies and decision making processes of two Chinese multinational enterprises operating in Vietnam—hina Luoyang Floating Glass Corp. （CLFG） and China TCL Holdings Co. Ltd. （TCL）. For this study, research data were obtained from in-depth interviews of more than 20 government officials in E R. China and Vietnam, and managers and staff of those two enterprises. Results indicate that the organisational structures of the two enterprises are still vertical but complex, although moderate changes made to them post the nationwide economic reform of China. Consequently, decision making process follows a ＂top-down＂ model, sometimes, with insufficient grassroots information. Findings are discussed in the light of political, social and cultural milieu, and implications are drawn for the management of Chinese multinational enterprises operating in overseas markets. Both CLFG and China TCL are structured on task specialisations. However, departmentalisation in TCL＇s overseas division in head office is not only based on products, but also on geographical regions of markets. The organisational structure of TCL in Vietnam is less complex than the international division, but it is more centralised. Decision making at TCL combines more traditional Chinese business philosophy with modern western organisational characteristics. TCL has a strong western influence in its management style. However, some traditional characteristics such as ＂hero＂ leadership influence and political influence are involved with decision making at TCL. Amongst others, the transitional economy, social culture, poor management system and political sensitivity have been major elements influencing decision making. In the case of CLFG. some decisions have been made before proper information has been gathered and analysed.
文摘This paper discusses the relations between mass media and urban tribes, by Stafford Beer＇s viable system model （VSM）. During 1950-2010, the influence of media and advertising over individual decision-making processes has deepened of age range to which have targeted advertising and expanded for Western world, leading the culture diversity, naturally given, toward only one standardized culture prevailing nowadays. In the 1960s they were the women, then the young people during 1970s, and then children in the 1980s and during the 1990s over early childhood, when we learnt to speak （3 years old）, achieving brand loyalty among very young children and the brands of products for this age group. From this perspective, urban tribes have taken control of the lives of young people, offering a false freedom, at the moment of choosing ＂How to be yourself＂ from options given in the market as a ＂catalogue of predesigned identities＂. A phenomenon is so complex, so it requires a holistic framework able to make explicit its components and relations between them and the relationship with internal and external environment. In particular, the VSM provides a way to analyze communication＇s problems thus clarifying： how, when and where, repair and controlling into the organization, identifying strategies to improve decision-making. Given the recursive nature of the VSM, it is possible to navigate within the phenomenon, through different recursions＇ levels. It will help to define more assertive and effective policies by health authorities, education and government in general, and also help someone among young people to see themselves inside of a dynamic consumption and thus can leave the domain and enter into a recta-domain, with more wisdom and consciousness.
