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With the economic and technology development, International Corporation amongcountries becomes increasingly popular. All countries become an entire unit, thereforeunderstanding among different cultures is important. Different cultural backgroundleads to different management style. The cultural diversity is needed to cooperateglobally. Chinese management style and Swedish management style has its owncharacteristics. Study the differences between these two different management stylescan offer an opportunity for understanding each other.The purpose of this thesis is to compare and analyze the differences between Chinesemanagement style and Swedish management style. Empirical data is collected fromindividual interviews with five Chinese employees who work in Sweden and underSwedish manager.The result of the study reveals that Swedish management style is people-oriented,empowerment and small hierarchy. Swedish manager achieve their goal by “loose”management while Chinese manager is more in control and focus on relationshipbuilding between manager and employees.

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<p>In times of rapid growth, both in terms of economic development and globalization, an increasing number of firms extend their businesses abroad. A subsequent challenge of this development is the managerial implications of cross-cultural management. This study employs a qualitative approach in a single case study of Swedish company and its subsidiary in China. After reviewing the previous studies, the authors summarize the differences of management style, staff behaviors and communication system in different culture context and find the barriers of cross cultural communication in multinational firms. The findings of this study indicate that the barriers of communication come from the national culture’s influence on the work place and behaviors of people with different identity. Moreover, culture also influences people’s way of thinking and behaving and result in different understandings toward vision and purposes of firms.</p>

In times of rapid growth, both in terms of economic development and globalization, an increasing number of firms extend their businesses abroad. A subsequent challenge of this development is the managerial implications of cross-cultural management. This study employs a qualitative approach in a single case study of Swedish company and its subsidiary in China. After reviewing the previous studies, the authors summarize the differences of management style, staff behaviors and communication system in different culture context and find the barriers of cross cultural communication in multinational firms. The findings of this study indicate that the barriers of communication come from the national culture’s influence on the work place and behaviors of people with different identity. Moreover, culture also influences people’s way of thinking and behaving and result in different understandings toward vision and purposes of firms.

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Abstract There are over 60 companies, which have had the experience in TPM implementation, but only 12 companies have got TPM Award until 2000. We may pose this issue, since they have the same TPM system and similar implementing structure/procedure or even the identical consultant, they have obtained total different result, what on earth it is? I attribute this different result to the incitement of teamwork, as well as different management style which may leads to the different achievement of TPM. Herewith, we will review firstly the theoretic character of TPM, and then study the theory of leadership, teamwork and synergy. After that, we will work out the inference of successful mode for the implementation of TPM. According to theoretic inference, a questionnaire was made, which had been listed questions on the basic information of company, the management style of key leader and promoting team of TPM. Above all, TPM performance is also included. This report will review all theoretic inference, and compare to the statistical result of questionnaire, which makes me organize a practical as well as successful mode, i.e. proper leadership and appropriate teamwork leads to high performance of TPM activity. Key Word: Total Productive Management (TPM), MP (Maintenance Prevention) Information, Management Style, Team Work and Synergy.

Nowadays, creativity is crucial to implement for the success of companies. Meanwhile, directivity seems to have a very negative reputation in the first sight. The objective of this paper is to identify and present a situation of creativity during the implementation phase of a project where directivity is used. This study consists of two phases. The first one is the ambition to create a primary model based on the present theories which are namely creativity, implementation phase and directivity. The second phase then aspires to draw the potential connections with the help of a qualitative study led on five different projects managers. This should help refine the primary model which will also make it easier to understand such complex notion.

The manager’s working style influences the organization’s culture, the mood of the organization, worker’s satisfaction with job, the fulfilment of daily activity tasks, the quality of work. So the aim of this work is to research the influence of the manager’s working style on the activity of the organization. This work aims at revealing advantages and shortcomings of the manager’s working style. In order to achieve this aim there was conducted scientific research. The metods of analysis, comparison, questionnaire are used in this research. At the end of the workthere are given conclusions and proposals for the improvement of manager’s working style.