Ｔｈｅ Ｃｈａｎｇｉｎｇ Ｆａｃｅ ｏｆ Ｍａｎａｇｅｍｅｎｔ ｉｎ Ｃｈｉｎａ
穷奢极侈作者：魔羯男
来源：《中国经贸聚焦想法的英文·英文版》2007换寝室的申请书书塾的意思年第06期
厂务 The success or failure of multinational companies in China, in large part, is determined by the managers they employ in the country.
As China's economy evolves -- growing larger, more complex and more competitive -- so is the way that multinational corporations (MNCs) are managing their operations there. CEOs and other nior executives at MNCs in the U.S., Europe and Asia are focusing more of their time and their companies' resources on China, according to experts at the Boston Consulting Group and the Wharton School.
Rearch by the BCG suggests that the multinational companies (MNCs) that have had the most success in China are tho who top managers have gone out of their way to stress the importance of their China business in relation to their global operations. At the same time, the managers on the ground in China are also changing. Expatriates still hol
d the most nior positions in China, but Chine locals are assuming a greater role in both middle- and nior-management ranks.
In years to come, multinationals will face new challenges in their China operations: nurturing the growing number of more educated and experienced Chine managers and leveraging their China operations in a way that contributes to their global competitive advantage.
北京人的一天 In past years, the typical general manager in China was assigned the relatively straightforward task of either lling his multinational's products in that country or helping the parent firm establish operations to leverage China's strength as a low-cost producer. To be sure, the remain important responsibilities; indeed, the number of companies that wish to outsource to China is accelerating. But the demand on China managers has become more multifaceted, according to Jim Hemerling, nior vice president and director in BCG's Shanghai office. 兔年吉祥
