????西方的人才發(fā)展和管理方式往往在我們這里失去了作用。在中日韓等地區(qū)，有很多地方都需要相應(yīng)作出調(diào)整才能更好適應(yīng)當(dāng)?shù)氐奈幕瘜?shí)踐和企業(yè)行為。我在這里簡要列出了一些值得深思的、有普遍意義的問題。此外，還需要仔細(xì)觀察一個(gè)國家特有的行為模式。在這方面，每個(gè)國家不一樣，每個(gè)人也不一樣。

????? 宗教 — 在亞洲不同的國家和地區(qū)，精神信仰對當(dāng)?shù)厝藶槿颂幨赖姆绞接绊懼卮蟆?/p>

?????（思維方式）改變的速度 – 在亞洲一些地區(qū)似乎更慢一些。（新觀念）往往需要更多的時(shí)間才能贏得人們的一致認(rèn)同。

????? 家庭觀念 – 家庭是最基本的社會單位。在這方面，大家庭、家族、語言或方言群體都很重要。高效的職業(yè)經(jīng)理人往往會了解團(tuán)隊(duì)成員的個(gè)人生活，幫助每個(gè)人在家庭生活中同樣取得成功。

????? 學(xué)習(xí)方式 – 人們更多是靠死記硬背，缺少“創(chuàng)造性學(xué)習(xí)”的引導(dǎo)。原因是在中國、日本和韓國，人們在學(xué)習(xí)如何讀書寫字的同時(shí)也被灌輸了一個(gè)這樣的理念：先學(xué)好、學(xué)精，再談創(chuàng)造。

????? 商業(yè)、經(jīng)濟(jì)和政治環(huán)境 – 亞洲各國家和地區(qū)之間差異極大：每個(gè)國家有不同特點(diǎn)，即使同一國家不同區(qū)域之間也有差別。

????價(jià)值觀：

????? 集體觀 – 集體往往比個(gè)人更重要。個(gè)人需要服從集體，因此變革的潛力也蘊(yùn)藏于集體之中。

????? 社會層級制度 – 上級和年長者都會受到尊重。這些人的面子問題就是集體的面子問題。一方面，上級應(yīng)該關(guān)心下級；而同時(shí)，下級遵照上級的意見行事是天經(jīng)地義的。所以，職業(yè)經(jīng)理人會發(fā)現(xiàn)很難向下“放權(quán)”，很難讓下屬按照他們自己的方式去行事。在我們這里，職位是一個(gè)更為重要的符號。

????? 關(guān)系導(dǎo)向 –構(gòu)建自己的關(guān)系網(wǎng)并通過關(guān)系網(wǎng)實(shí)現(xiàn)目標(biāo)。比如，人們會建立自己的圈子（工作小組、工廠、校友會）并強(qiáng)化歸屬感，激發(fā)人們做事的動力。新入職或初次引薦時(shí)就需要為每個(gè)人在圈子中定好位，從而建立一種可信賴關(guān)系，為將來的成功打下基礎(chǔ)。

????? 一致與和諧 – 很重要的一點(diǎn)是要讓每個(gè)人都貢獻(xiàn)想法、理解相互的觀點(diǎn)，最終還要遵照主導(dǎo)性意見來統(tǒng)一行動。

????? 面子 – 給人面子，也要給自己留面子。除了簡單地說“不”，還要想想其他更婉轉(zhuǎn)的方式。避免讓一個(gè)犯了錯誤的人，還不得不在其他人面前顯得愚蠢。

????無論是在留人方面，還是在員工的職業(yè)學(xué)習(xí)和發(fā)展方面，在別處有效的干預(yù)式管理要想繼續(xù)發(fā)揮效力，都需要考慮當(dāng)?shù)貒疫@些各不相同的價(jià)值觀。

????Western management and people-development practices often don’t work well in Asia. There are a number of areas to modify to fit better with local cultural practices and behavior when working in East Asia. I’ve outlined some generic areas for consideration. It’s also important to look at country-specific norms. Each country is different and each individual is also different.

????? Religion — Spiritual beliefs are central to the ways of doing things in many parts of Asia.

????? Pace of change – Slower in Asia. More time is needed to get people aligned.

????? Family – The family unit is the primary unit. The extended family, the clan, the language or dialect group are all important. Effective managers know about the personal lives of their team members and help each person to be successful in family life.

????? Learning style – More rote learning than ‘creative learning.’ In China, Japan and Korea, learning how to read and write characters inculcated a mastery of technical aspects prior to creativity.

????? Business, economic and political environment – Extremely varied in Asia. Each country is different and often localities are also different.

????Values:

????? Collective – the group is more important than the individual. People norm to the group. Transformative potential is in the group.

????? Hierarchy – Seniors and elders are respected and their face is the face of the group. Seniors are expected to take care of juniors. Juniors norm to the views of seniors. Managers find it harder to ‘empower’ people and tend to want things to be done their way. Titles are important symbols and give people face.

????? Relationship orientation – People form relationships and through them accomplish tasks. Establishing group networks and reinforcing a sense of belonging to groups (the workgroup, a factory, alumni groups) motivates people. Position people when they are new to roles or are being introduced. Building trusting relationships is the foundation for success.

????? Consensus and harmony – it’s important for everyone to give input, understand and then norm to the prevailing view.

????? Face – give and maintain face. Find alternatives so that people can decline without saying ‘no.’ Don’t put anybody in a position where they might be in the wrong or look foolish in front of others.

????Interventions that work, from projects to retention practices to learning and development initiatives, tend to take Asian values into account.