【Abstract】 In the new era, various challenges have been shown up in
　　 recent organizations as having arisen from changes and developments such as “post-modernity”, “demographic changes”and “globalization”. Chinese organisations are responsible to ensure relatively effective strategy and higher performance than before with intention to maintain their business stature and solve the increasing emerging issues. For this, most Chinese organization has been applying the western advanced management approaches in the real practices. However, a lot of issues exist in this process.This paper will indicate one of frequent prob-
　　lems---Cultural issue.
　　【Key Words】 Chinese CultureChinese OrganizationWestern-based
　　 Management approaches
　　
　　1.The background of the study
　　China is one of the strongest developing countries and has a land area covering 3,750,000 square miles with a population of almost 1.3 billion (i.e.one-fifth of the total population of the world). In spite of the rapid development of China in the past decade,there has had a long tradition of isolation. Since 1978,China,under the guidance of Deng Xiaoping’s theory of establishing a socialist country with Chinese characteristics, has entered a new historic period of implementing economic reforms and creating an open-door policy in order to achieve modernization (Yiren, R 1997). From then on, more and more western organizations have started to break a new path in the Chinese market in order to achieve more profits and sustain a higher level of competitive advantage in the new social environment.
　　Meanwhile,an increasing number of Chinese go abroad in order to improve their job advantages or introduce into their companies the advanced western managerial strategies and techniques. In mid-2010,the number of students abroad rose to almost 90,000,000.Undeniably,the influx of western organizations into China and students abroad going back to China mean that such western managerial strategies are being widely adopted in most Chinese organizations, including foreign, joint venture organizations and even some private companies.
　　2.The cultural issues
　　Many real illustrations have cast doubt on the applicability of the western managerial approaches in China. They thought the introduction of western-based management approaches was troublesome due to cultural and religious issues. In order to explain the cultural issue, the author has isolated firstly five main Chinese cultural characteristics as a model,namely “power distance (strong sense of hierarchy)；uncertainty avoidance,collectivism (the importance of harmony, relationship)；long-term and short- term orientation and the strong facial expressions.
　　Figure 1 the Chinese cultural model
　　2.1 Power distance: strong sense of hierarchy
　　Each person definitely lives in the social environment.That means the traditional culture effects a person when she/he is born. In terms of the information about the background of Chinese culture,it is known that Confucius has dominated Chinese Culture for more than 4000 years. In other words, Confucian ideas have more or less influenced Chinese mind. Chew & Lim(1995) indicate that the Confucian cultural tradition of harmony and hierarchy create a Chinese which workplace will tend to be familial and supportive.However,it does not mean that the authority or position of superiors can be challenged in Chinese society.In terms of Tang et al (2001)'s survey of Chinese culture,more than 88% of respondents have agreed that China is a hierarchical society.Additionally,Shenkar and Zeira (1990) further indicate that Confucianism emphasizes the five basic relationships, namely "rulers guide subject"; "fathers guide sons”; "older brothers guide younger brothers" : "husbands guide wives"; and “the senior friends guide junior friends".In other words,the stability of a society which is emphasized by Confucianism is based on unequal relationship. Therefore, in Chinese organizations, the employees should respect and obey their superiors and the superiors have the right to guide and control their employees in an organization. Due to the strong sense of hierarchy in Chinese organization, Chinese employees are usually unwilling to challenge their senior’s decision even if they know the decision will be harmful to theirbusiness.
　2.2 Uncertainty avoidance
　　Child & Markoczy(1994) states that Chinese employees refused to implement the decisions after approval at a senior management meeting unless the general manager provided written authorization for it.Ting et al (2001) also argued that "in making a decision, no matter if it is big or small,a Chinese employee will normally consult his/her superiors and then follow instructions." It is believed that the only purpose of Chinese employees is to follow the instructions made by the senior management in their organization. However, the good western management approach requests the employees to achieve higher goal achievement. Hence, the low uncertainty avoidance of Chinese culture is definitely another factor which can affect the implementation of western management approach in China. (责任编辑：南粤论文中心)转贴于南粤论文中心: http://www.nylw.net(南粤论文中心__代写代发论文_毕业论文带写_广州职称论文代发_广州论文网）