The Flight of the Sleeping Dragon

S. dollar continues to f all told. The trade hoo-hah between the U.S. and China continues to grow in China's favor. Both of these developments foreshadow well for Chinese brands and the upcoming external offering of Chinese products and services. China's determination is legendary when it sets a goal. As Roberts (2004, p. 82) maintains, "These ar? tremendous problems. Yet for e real setback, the Chinese find a itinerary to move forward."

While China is determined to become a successful orbicular competitor with its local brands, there are a few issues that need addressed for ultimate success. one and only(a) of these is a pretermit of depth of management due to the entrepreneurial nature of many Chinese companies. Another is the fact that international critics contend that the Chinese do "?not understand how to draw with customers transgress" (Roberts, 2004, p. 84). Still another obstacle to success is the lack of spending on research and development in Chinese companies, something that also understates innovations required for competitive advantage. Despite these obstacles, I accept China is determined to learn how to overcome these challenges and enter the global marketplace as a major player and ultimate competitor.

Roberts, D. (2004, Nov 8). China's power brands. Business Week, 77-84.

Marcus Buckingham (2005), a leadership and management consultant, draws on years of research

in What broad Managers Do, in order to show how exceptional managers are suit able to motivate people beyond expectations. large(p) managers are much able to get the unique abilities and eccentricities of employees coordinated or incorporated into an overall attack plan. However, great leaders are able to connect people through universals and build on them.

heavy(p) leaders see the present but they are more(prenominal) focused on a vivid future, "Their job is to central people toward a better future" (Buckingham, 2005, p. 72). Buckingham maintains that differences, like race, culture, reputation and other factors need to be considered but focusing on them does not propel a company and its employees toward a better future. This only occurs when great leaders are able to minimize differences and connect people by relating to the few universal areas to which all humans relate. As Buckingham (2005, p. 72) relates, "Leaders can succeed in this only when they can cut through differences...and?tap into those very few needs we all share." Such needs let in things like fear of the future and the need of employees for task, goal, and responsibility clarity. Great managers or leaders are also romantics, according to Buckingham (2005, p. 77), and they essential know certain things about each direct overlay: 1) his or her strengths, 2) triggers that activate those strengths; and 3) his or her learning style.

In
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