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Human Relations
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The Role Structure of Chinese Managers

Oded Shenkar

Faculty of Management, Tel Aviv University, Ramat Aviv, Tel Aviv 69978, Israel; College of Business Administration, University of Hawaii-Manoa, 2404 Maile Way, Honolulu, Hawaii 96822.

Simcha Ronen

Erella Shefy

Faculty of Management, Tel Aviv University, Ramat Aviv, Tel Aviv 69978, Israel.

Irene Hau-siu Chow

Department of Management, The Chinese University of Hong Kong.

The study investigates the role structure of managers in China's Henan province. The results produce a two-facet classification consistent with Shapira and Dunbar's findings for North American managers, yet displaying a number of unique features attributed to the Chinese business environment. The leader's role of the Chinese manager splits into task-related and relationship-oriented activities, and the monitor role is plotted across the informational and decision facets. An addition to this study, the political role is also found across the two facets, providing integration across the various managerial activities. An open system model of the Chinese managerial role is proposed.

Key Words: managerial role • China • enterprise reform • universality

Human Relations, Vol. 51, No. 1, 51-72 (1998)
DOI: 10.1177/001872679805100104
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