| Summary: | 碩士 === 逢甲大學 === 經營管理碩士在職專班 === 95 === With growth of internationalization & globalization enterprises are expanded rapidly, companies are toward large-scalization and grouplization as well. Top managers’ leading scope are no longer limited to local part﹔moreover, it relates to multi-nations or so called cross nations’ leadership and management. Problems thinking and solving what top managers face everyday are not only focused on how to achieve pre-setting goals、do the right thing or how to motivate employees…etc., Cross-Cultural leadership becomes an important challenge to contemporary top managers. R brand is a public listed company in NYSE for trading athletic shoes business as well as with branch offices spread worldwide. Country Manager (General Manger) for each branch office was designated and expatriated to host nation by head quarter of which leadership style will certainly impact company’s operating performance and brand equity, so it leaves room for further discussion. Thus, by way of case study to research the effects of internal management & internal control based off production-oriented leadership of RTD Center top manager, for the purpose of providing researching results and suggestions to enterprises for those who invested overseas particularly for Taiwan enterprises. Although RTD Center top manager was failed to advance Taiwan leading experience into China, based on same language and same race, it’s of some referential value since different leader develops different leadership styles.
This study has been through interviewed of 7 division managers, and distributed 34 copies of questionnaire to RTD Center, received 26 effective copies back. After studying and analysis, we found top manager’s leadership is toward the production-oriented. Due to improper communication with employee, one black mail was sent to A brand high ranking officer by laid off staff. Culture difference between Taiwan and China makes top manager unable to lead China staffs in same leadership style.
Following above researching results, suggestions are provided for reference:
(1) Outstanding leader is precious and rare, building Human Resource
Database is essential.
(2) To multinational companies’ leaders, his/her leading tenure may be limited to 5 years the most in order to avoid self power enlarged.
(3) Uplifting branch office value lies in excellent management system.
(4) Although same language and same race, multi-provinces, complicated culture background, language barrier…etc. Taiwan businessmen had better to communicate more with China staffs to reduce conflict.
(5) 360-degree feedback, allow subordinates to rate and survey leaders, because of culture issue, multinational company to use caution.
(6) To set a good example with leader’s conduct may encourage employees’ loyalty.
(7) Offering to staffs a language environment is one of reward methods.
(8) Authorization is the basic factor of a successful leadership, too concentrate on performance chasing makes trust be destroyed and morale be attacked.
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