Enlightenment From Labor Conflicts In Tanzania Friendship Textile Mill

< p > > a href= "http://www.91se91.com/news/" > Tanzania < /a > friendship textile mill is indeed a case worthy of careful study.

It is a collection of innumerable contradictions: between the company and the government, the two sides of the board of directors, the political demands and market demands, the planned economy tradition and the law of enterprise management, and the disintegration between textile and printing.

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The core of "P" is also the most common experience in China's "going global" enterprises -- labor conflicts.

The problems exposed in the labor relations of friendship textile mill should be cited by Chinese enterprises investing in Africa.

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After "P" and "going out", enterprises are faced with completely different cultural environment.

For example, Africans have many ways of thinking that are very different from Chinese.

This has to be done before investing.

Just like the pformation of friendship textile mill, we started rashly before making enough preparations. Even the loopholes in the language of the contract were foreshadowed.

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< p > in the face of < a href= "http://www.91se91.com/news/index_c.asp" > labor conflict "/a", although the management of the friendship textile mill has made efforts, it still can not conceal various failures.

Shift taking is a good move, but increasing working hours fails to respect Africans' cultural habits.

In overseas enterprises, we can not simply apply the system of overtime payment to high salaries in China, nor can we simply apply the "performance pay" with more labor and more pay, but in accordance with the way local people can accept.

In addition, enterprises did not do well the work of trade unions from the beginning.

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The efficiency of Africans can not be compared with that of P.

But the solution is not to work overtime like a friendship mill, but to recognize a different culture of work, adapt to it, and try to change it.

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< p > in management, we reuse a number of local middle backbone and manage the local staff in a familiar way.

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< p > in addition, < a href= "http://www.91se91.com" > friendship textile factory < /a > Chinese management has not enough communication with the management, trade unions, workers and family members, and the gap between them is too deep to understand each other.

This is also a common problem for non Chinese funded enterprises.

Chinese enterprises should take the initiative to go out of the high wall, break barriers, and communicate with employees and communities in order to better serve the soil and water in Africa.

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< p > as a business run overseas, the manager of friendship factory should have a deeper knowledge of the global economic situation, international issues and the politics of the host country.

Unfortunately, this is precisely their weakness.

In the various documents of the friendship mill, as long as it refers to external factors such as exchange rate, primary product price, grain and oil and cotton price rise, and the policy of the Tanzania government, it is mostly used repeatedly to describe "complex, changeable and unpredictable", and the words are full of helplessness.

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