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Case 15: Managing Chinese-Cameroonian Daily Interactions in a Company in Douala, Cameroon

  • Jocelyne Kenne Kenne
Chapter
Part of the Palgrave Studies in African Leadership book series (PSAL)

Abstract

This study proposes some solutions and makes some recommendations on how to deal with conflicts between Cameroonian employees and a Chinese managing director in a Chinese multinational organisation in Douala, Cameroon. Observations are made and interviews are conducted with two groups to gather their views regarding reasons for the conflicts and their suggestions, from a Chinese and a Cameroonian perspective, in order to improve work conditions and have a harmonious team. Findings reveal the importance of reconsidering the leadership style used by the managing director. The importance is highlighted of considering cultural specificities in the management of the organisation and in daily decision-making. The chapter concludes by stressing the positive effects of having regular meetings, during which concerns are shared. The intervention of a linguistic and intercultural mediator within the organisation should also be considered.

Keywords

Conflict management Leadership styles Intercultural communication Multinational organisation Cameroonian and Chinese cultural values 

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Copyright information

© The Author(s) 2019

Authors and Affiliations

  • Jocelyne Kenne Kenne
    • 1
  1. 1.University of BayreuthBayreuthGermany

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