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CONTRIBUTORS:
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JOURNAL:
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Journal of Management Inquiry,
6(??),
144 -
159.
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YEAR:
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1997
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PUB TYPE:
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Journal Article
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SUBJECT(S):
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None
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DISCIPLINE:
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Business/Management
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HTTP:
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LANGUAGE:
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English
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PUB ID:
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103-395-701
(Last edited on
2003/10/13 16:29:17 GMT-6)
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SPONSOR(S):
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ABSTRACT:
This article presents evidence about very ancient Chinese theories of managerial control -- how superiors and subordinates should relate, and how to control, lead and motivate people. The ancient Chinese used duties and ceremonial etiquette to increase social integration. They also developed well-articulated bureaucracies with departments, coordination links among officials, standard operating procedures, and audits of officials' performance.
Before 350 BCE, the Chinese said leaders should lead by example rather than give orders, and should elicit support from their subordinates. Then, a different regime of managerial practice began to develop. A key element is this shift was the use of laws that were intended to help rulers strengthen their control and remain in power.
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