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Interviewee: Ms. GAO Minlan, Managing Director of GASU International Co., LTD
Place: 1152 Budapest, Szentmihályi út 171. G68a.b
留学生用英语Gasu: August 13th, 2008
1. How many employees are there in your company?
10.
2. What proportion do the Hungarians and local Chinese account for?
6 Chinese and 4 Hungarians.
3. What are their main positions?
In management level half and half.
4. How do you take into account the employment of local Chinese and Hungarians? Is good Hungarian/Chinese or English language skill a must?
Good English communication skill and strong customer service mindset are required.
5. What is the main difference between Chinese and Hungarian employees? Did it bring any difficulties into your management?
The way of thinking. For example, Chinese people like a basic salary plus commission, but Hungarians prefer a fixed salary. It means Chinese would like to work more and gain more, but Hungarians are willing to get more rest. No, because I do management according the local labour code and their different needs.
6. Are there any differences in compensation and benefits of local Chinese and Hungarians? If there are, what are the main reasons?
Yes, just like what I said.
7. What role does IHRM play in the whole operation of your company?
It can occupy 70% of the whole operation.
8. What kind of quality do you think an owner of a multinational company should have? Have you ever received any training for this?
Good knowledge of the business field which you are doing, excellent coordinating and communication skill, no prejudice and appreciation of different cultures. Yes.
9. What’s your viewpoint of cultural diversity?
It’s very good! Cultural diversity can take much opener mind to a person and eliminate barriers.
10. What does cultural diversity bring into IHRM? Is it an opportunity or challenge?
It’s eclectic! You can use advantages from different cultures.
11. Do local Chinese and Hungarian staff working in harmony or conflict? If there are conflicts sometimes, what are the main reasons?
In a harmony, but conflicts also exist. Different ways of thinking.
12. Could you illustrate some typical examples of conflict caused by cultural diversity in your company?
Well, being late for Chinese is not a big deal, but for Hungarians it couldn’t be accepted. There is a house-rule that if you are late for work, you have to pay the fine. Chinese employees who are late are not willing to pay because they didn’t charge for extra work time, but Hungarians think they must pay, because they didn’t obey the rule. Therefore, if sometimes Chinese didn’t pay the fine, Hungarians would think it’s unfair.
13. What do you think is the principle for solving these?
The rule talks!
14. Could you tell me some general business data of your company?
Yes, of course. We have founded for 3 year and in this 3 years, our sales is increasing steadily. In 2006, the sales was 50 million HUF; in 2007, it was 70 million HUF; this year our goal is to surpass 100 https://www.51lunwen.org/format/million.
15. Do you think there is any connection between IHRM and your business profitability?
Yes, there’s very direct connection in tourism industry.