An assessment of new management style of Chinese family construction related company
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Date
2007
Authors
Hung Nee, Ooi
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Abstract
This research is a study of Chinese Family Construction Related Company (CFCRC)
that focuses on their philosophy of Chinese management practices and to compare and
identify similarities and differences in the management philosophy between the old
generation and the new generation style of thinking. The purpose of the study is to
explore the management characteristics of CFCRC by means of interview data
collected from three CFCRC in Malaysia. The interviewees are all involved in
construction field. The emphasis of the project concentrated on the establishment;
expansion and growth; ownership and leadership; management structure; the impact of
cultural factors and the strategy for the future as well as challenges in terms of
competitors and environments.
In contrast to prevailing cultural and institutional accounts of CFCRC behaviour,
CFCRC generally use an informal and unstructured approach when it comes to
management practices. They tend to use family members to be in charge of key
management positions, with highly centralized management control and strategic
decision-making. CFCRC possess special characteristics not generally found in other
cultures. For example, trust would be the most important part in doing business among
all the Chinese, whereas "building trust" would be the main emphasis in facilitating
business relationships.
The results of the study showed that, in general, the three cases of CFCRC still
followed many of the traditional management practices associated with oversea
Chinese family business as reviewed in the literature. But because of the knowledge
that the new generation gained from modem management skill, they had practice the
new skill in those traditional Chinese company.