ABSTRACT
Manipulative practices in the activities of managers of Chinese organisations can be considered as special social engineering, as “mind engineering” of employees of organisations, “brainwashing” and “mind control”, i.e. as a set of latent strategies, principles and techniques of influencing the organisation. The techniques, methods and tactics of managers’ manipulative practices are formed into a set of manipulative practices of interaction with subordinates and may look like stable universal systems that make up the traditional complex of manipulations. But not only that. In non-standard situations, in each particular case and depending on practical expediency, the manager can develop and implement his internal manipulative attitudes and beliefs as new, unique forms of manipulation, new standards of communication, behaviour and decision-making that are most suitable for programming and controlling the behaviour of subordinates in a new situation. These new situations develop and refine the traditional techniques and methods of manipulative practices. Managers in Chinese organisations who have developed and continually improved manipulative practices seem to be more successful because there is less bureaucratic management and lengthy briefings and meetings in their management activities. According to some researchers, the developed manipulative ability of managers to program and control the behaviour of subordinates can be seen as an advantage and a higher level of professionalisation.
