Multinational Companies in China

Part I – The Overview Chapter One – Multinational Companies in China – An Introduction to the challenges they face and the mistakes they make  Part II – 8 Common Mistakes   Chapter Two - Managing Talent – Why attracting and retaining talent will be harder than you think  Chapter Three - Budgeting Headcount – How this common Western practice simply does not work in China  Chapter Four - Defining the Asia Pacific Region – Geographic sense does not always make business sense  Chapter Five - Managing in a Matrix – Matrix management is a violation of Confucian thinking. You can do it, but you should never just impose it   Chapter Six - Managing Titles, Salary and Performance – In scarce talent markets like China, you cannot do this the way you do in your Western country   Chapter Seven – Solving Issues Locally vs. Globally – If it is raining in New York, you don’t force people to use an umbrella in Shanghai   Chapter Eight - Managing Expatriates – This is a dynamic process that requires constant observation and tweaking. Beware the sensitivities of local colleagues  Chapter Nine – Selecting Leaders – If China has the largest population in the world, why are most multinational leaders foreigners?  Part III – Preventing Future Mistakes   Chapter Ten - Where Do We Go From Here? – What can multinationals do to make things work better in China?  Part IV – Human Resource Practices - Areas of Convergence and Divergence between China and the West  Chapter Eleven - Comparing the Latest Human Resource Management Practices in China and the West – How are they similar and how are they different? What can multinationals in China learn from Western Human Resource practices?  Epilogue – The Story of Uber and Didi Chuxing – West meets East and East wins by a mile