ABSTRACT
This chapter reports on the ethnographic study findings of the organisation structure and management concerning all the key aspects of daily operation of the two case Confucius Institutes at the institute level. The field study shows that different intentions and interests of the partner institutions did play a role in the forming of the actual language policy and practices in the Confucius Institutes via their courses and other related activities. The study reveals that the seconded directors played a critical role in the management of Confucius Institute, and their experiences, expertise, and understanding of the missions of the institute directly affected the Chinese language programmes and other related work such as teaching materials and teacher training. The study also discussed issues about other activities of Confucius Institutes and challenges they faced with for their sustainable development. The study found little or no real collaboration between Confucius Institutes, resulting in an under-utilisation of the resources available. There was also cause for concern about the long-term sustainability of Confucius Institutes in terms of working patterns of directors and potential tension between local teachers and teachers seconded from Hanban.
