Cultural Assumptions and

Productivity: The United

States and China
 Introduction

◉ U.S might improve its own economic performance by learning from and
adopting some of Japanese practices and norms.

◉ In recent years there has been a profusion of books and papers on

Japanese eco-nomic progress and on how the U.S. could boost its own
economic efficiency through learning from and implementing some of the
People's Republic of China and my years of collaborating with U.S.
managers in the fields of inspiration, imagination and innovation, this
essay aims to add to a increasing body of litho.

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 Background on the people’s Republic of China

◉ Immediately after China's independence in 1949, the Chinese poured out

tremendous resources to promote the creation of a modern nation.
◉ Chinese speak well of the times. This led to fear, poor morale, and apathy.
Survival came to mean an unquestioning loyalty to Chairman Mao. 
◉  The CulturalRevolution nonetheless brought about two major cultural
attitudes. First, great caution about standing out in any way became the
norm. Second, in order to reward loyally to the work unit and the nation as
a whole, the concept of sharing equally became prevalent.

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 Maoism

◉ Mao was adamant that national unity and loyalty were not to be
compromised, and much of the suffering and 'deaths that occurred during
this period stemmed from 'an absolute application of this policy.
◉  In addition, Mao stressed the concept of
1. «perpetual revolution.» As classes began to form in the new China, it
became necessary to take strong actions to suppress them so that a
classless society would prevail. 
2. “desensualization." Mao believed that a bland, austere society was
essential in building the desired classless society.
◉ While changes have been made over the years regarding the correct size
and structure of these groups, the basic concept has re-remained intact.

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 Cultural Assumptions Underlying Chinese Mangement
Concepts
 Loyally to the country is of the
utmost importance: the nation
has priority over everything.
 Emphasis is placed on control
planning and the creation of a
powerful state.
 Consideration for the family is
very important.
 Personal selection (ex:
leadership) is based upon
exploits or ideological
contribution.
 Great respect is shown for age
and traditional ways.
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 Equity is more important than
wealth.
 Saving and conserving (money,
resources,etc.) are highly valued.
 Personal credit for
accomplishments is denied:
conformity is enforced.
 Every decision must take ideology
into account.
 Communal property is considered
more important than private
possessions: collectivism is the
best cconomic mechanism
 Emphasis is placed on group forces
for motivational purposes.
 Cultural Assumptions Underlying Chinese Mangement
Concepts

 While U.S. management practices and structures are not always true to
these assumptions, these assumptions, nonetheless, are the guiding
values of our culture. 

 the ideology or strategy is quite different: the Chinese uphold loyalty to

the stall and national unity; Americans uphold the integrity of the
individual. U.S. assumptions, on the other hand, encourage the
actualization of the individual.

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 Difference Between U.S and China Hierarchy of
Needs

◉ From this viewpoint, the individual is

expected to develop the 'self" in
terms of achieving personal goals. In
other words, the definition of self-
actualization in the U.S. is seen in
terms of the individual recognizing
his or her own full potential as an
independent, self-sufficient human
being. Through Maslow's
interpretation of the hierarchy of
needs, it is clear that the
belongingness aspect of our society
plays adiminished role in the
development of the individual.
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Difference Between U.S and China Hierarchy of
Needs

 In juxtaposition to Maslow's
hierarchy, I have constructed a
Chinese hierarchy of needs based on
Eastern culture. As Figure 2
shows, tho belonging aspect of the
Chinese hierarchy is the focal point or
bedrock of its society.

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 Recent Developments in the Two Societies

Both country is to enhance its industrial productivity and quality of life, a core
assumption and values must be supported even while new trends and ideas are
considered. Perhaps changes in basic assumptions can only be achieved through
revolutionary means, by looking for and supporting radical experiments even if
they violate core values.

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 Recent Developments in the Two Societies

1. There is large cumbersome bureaucracy with overlapping, often conflicting

subsystem and goals.
2. Successful achievements in agricultural are being made: a large population is
fed reasonably well.
3. There is a growing consumerism and individualism is taste: a need for greater
privacy is becoming ovident.
4. Both individual and group bonuses now exist: many variation in incentives plans
are being tried.
5. Product quality is now highly stressed: quality incentives has emerge.

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 Current developments and experiments in U.S.

1. Institution and methods for the development of the “authentic self” have
been establish.
2. Increase acceptance of deviation from traditional roles is evident.
3. Electronic devices and automation have been implemented in the work
place.
4. There is a deterloration in industrial growth rates and productivity decline
and a noticeable decline In the quality of products and services.
5. Equal employment opportunity and affirmative action programs supported
by federal las have been established. Nonetheless, these programs are
threatened by economic problems and unemployment increase.
6. The size of organizations has grown in all spheres: conglomerates and
huge enterprise are beginning lo dominate industry.
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Implications for U.S. Management Practice
• Given the current picture of the U.S, and of our fundamental cultural
assumptions, actions to solve our complex modern problems that
involve centralized planning or a tightening of organizational controls
are likely to be ineffective. It is my belief that both self-fulfillment
through individual expression and identification with meaningful social
experiences can be satisfied this way, as well as the desire for deeper
or more generous relationships with other people.

Sharing Information
• the focus must be on the need to share information held by many
people, instead of attempting to spread responsibility as the Japanese
model of group decision making does. This would require the higher
levels of authority involved to give up something too, but they would
give up some-thing other than individual authority or responsibility and
accountability for results.

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Encouraging “entrepreneurs”.
 Encouraging "Entrepreneurs.'' Another way of making use of small groups in
the U.S. is to structure them along entrepreneurial lines. I3 Such groups
would need the authority and access to the resources necessary to operate
as though they were in business for themselves.

Small Group
 In order for this kind of social unit to be effective, however, it must remain
small. If we examine the Chinese group units, which are very large, it
becomes evident that the major problems standing in the path of their
success is the size of the units and their restrictive centralized controls.

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 Conclusion

◉ In the final analysis, I propose that the small social unit be examined at a basic
strategic and tactical level. This will mean that management considerations
will have to include the effect of varying structure, use, and com-position of
groups. Likewise, greater use of group incentives will be necessary. As the
Chinese are finding out, it is possible to have it is interesting to note here that
recently in several instances U.S, workers have agreed as a group to accept
pay cuts or to delay pay raises so that no members of the group needs to be
laid off. While this seems to violate the notion of seniority or expectations of
salary progression, it certainly shows respect for group or community needs.
◉ Career Planning
Career Planning. Still another area to examine from a small group perspective
is that of career planning. Presently. we use small groups to educate managers,
but essentially, career planning is still centralized at the top of the
organization.
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 Conclusion

Creating a “helping” role.

◉ It occurs to me that the American Way to promote more group-oriented
consultation or third-party intervention is to have small groups initiate
requests for assistance. This approach would do less violation to the
individual responsibility of a manager, then it would if other «'actors»
workforce into his arena as a last resort after his own efforts failed.
training in negotiating and consulting skills is necessary.

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 “
Thank you

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