ABSTRACT
The aim of formalisation is partly to encourage delegation and to overcome an unwillingness to assume responsibility. In this, joint ventures have met with varying success. Attempts to introduce reporting systems may run up against reports that are not filed. Attempts to run meetings along formal lines more familiar to the Western boardroom have run up against constant interruptions as participants are called away, as well as a general lack of preparation and follow-up. Practices such as starting on time, using agendas, minutes, reviews of actions undertaken, preparation of documents and speaking to the chair are novelties to many Chinese managers and may conflict with their preferred mode of operation.
