New Europe: new Germany: paralysis in times of upheaval

Article Abstract:

The reunification of the two Germanies, the sudden collapse of the East German economy, and the imminent single European market have forced the management of Kabelwerk Oberspree, an East German wire and cable manufacturer, and the top managers of most other East German businesses to cope with change. The managers must begin the transition from a centrally-planned economy to a socialist market economy, but they feel helpless in the face of such an overwhelmingly complex and monumental task. As many as 70% of the firms are expected to fail. The feelings of helplessness of the management at Kabelwerk Oberspree stem from the remnants of the control of the values and systems of the old economic environment, the inability to openly implement a new vision for the firm, and the pressures of the new economic environment in a united Germany. Kabelwerk Oberspree and nearly every other East German firm are in a state of inertia, still reacting as they did in the old environment.

Steel wire and related products, Case studies, Economic aspects, Germany, Mixed economy, German reunification question (1949-1990), Free enterprise, Central planning, Wire industry, Corporations, West German, Corporations, East German, Kabelwerk Oberspree

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In search of intelligence

Article Abstract:

Intellect is regarded as the most important factor in evaluating business, political, or industrial leadership in France. French managers have been recruited, trained, and retained on the basis of their intellectual skills. The economic prosperity of France is attributed to this elitist notion in which French value the state of being, as compared to Americans who focus on the state of becoming. The predominance of the cerebral qualities in France stems from the strength of bonding with the country of origin. Because of their intellectuality, the French do not regard thought and action as mutually exclusive. Hence, French managers do not regard skills in communication and human relations as critical selection factors. Implementation is intrinsic in French strategic planning, and marked by abstract conceptualizations. The career opportunities of the French are also predetermined by intellect.

Usage, France, Beliefs, opinions and attitudes, Business planning, Intelligence (Psychology), Intellect, French, French (European people), Corporations, French

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Chinese managerial work

Article Abstract:

Resarch was conducted to investigate the nature of managerial work of managers in the People's Republic of China. Data for the study were obtained from questionnaires completed by 97 Chinese middle level managers and cadres. The questionnaire used asked participants to rank six managerial roles in terms of importance and frequency of performance of the roles. Managerial roles were divided into the following categories: leader, liaison, monitor, spokesman, entrepreneur and resource allocator. It was found that Chinese managers consider the role of an entrepreneur as the most important and that of a liaison as the least. Data on US managers show the same results. However, Chinese and US executive differ slightly in their views of the roles of leader, spokesman, monitor and resource allocator. Other results of the study are discussed.

China, Surveys, Executives, Chinese, Chinese (Asian people), Corporations, Chinese

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