曾水良：中国制造定位与突围.pptVIP

* * * 惯 性 思 维， Research shows that, to some extent, decision making practices differ from country to country. Therefore, the cultural background of a manager will influence his or her decision making preferences: for example, group versus individual decisions, participative or autocratic decisions, and degree of acceptable risk. Decision making in Japan, for example, is much more group oriented than in the United States. The Japanese value conformity and cooperation. Before making decisions, Japanese CEOs gather large amounts of information, which is then used in consensus-forming group decisions called ringisei. Because employees in Japanese organizations have a high degree of job security, managerial decisions take a long-term perspective rather than focus on short-term profits as is often the practice in the United States. As managers deal with employees from diverse cultures, they must recognize what is common and accepted behavior when asking them to make decisions. Managers who accommodate the diversity in decision-making practices and philosophies can expect a high payoff as they capture the perspectives and strengths that a diverse workforce offers. Research shows that, to some extent, decision making practices differ from country to country. Therefore, the cultural background of a manager will influence his or her decision making preferences: for example, group versus individual decisions, participative or autocratic decisions, and degree of acceptable risk. Decision making in Japan, for example, is much more group oriented than in the United States. The Japanese value conformity and cooperation. Before making decisions, Japanese CEOs gather large amounts of information, which is then used in consensus-forming group decisions called ringisei. Because employees in Japanese organizations have a high degree of job security, managerial decisions take a long-term perspective rather than focus on short-term profits as is often the practice in the United States