Comparative management practices in China and the WestIt is true to say that globalization is a two-way street. As business and international trade continue to grow, organizational models and management approaches begin to merge; However, it remains imperative for businesses to understand and govern beyond the myriad cultural differences that still exist. These differences seem more evident in China, where managerial values ​​are deeply rooted in an archaic and powerful culture. Some authors argue that even with a certain degree of convergence between Chinese and Western cultures, such convergence has its limits. The Hofstede model of national cultural differences, based on research conducted in the early 1970s, is the first major study received on a global scale. attention. This influential model of cultural traits identifies five dimensions of culture that help explain how and why people from different cultures behave the way they do. According to Hofstede (1997), culture is a “collective programming of the mind? It refers to a set of assumptions, beliefs, values, and practices that a group of people have tolerated because of the history of their engagements with each other and their environment over time. In this study, culture refers to a set of core values ​​and behavioral patterns that people have due to socialization in a certain culture. The author's theoretical framework will be applied to compare different management practices in China and the West. The five measures of culture identified by the author are: (1) power distance (measured from small to large); (2) collectivism versus individualism; (3) femininity versus masculinity (4) uncertainty avoidance (from weak to strong) (5 ) short term versus short termThe first dimension of national culture to identify is the measure of power distance. This can be defined as the degree of inequality between people based on what the population of a given country considers normal. In countries with high power distance, such as China, individuals are more likely to accept differences in authority or inequality. Leaders tend to be dictatorial, making autocratic and paternalistic decisions, with their subordinates remaining loyal and obedient to them at all times. These companies or institutions often have business structures that are characterized by tight control over all operations. Organizational structures tend to consist of high hierarchies with many levels within a formal framework. One of the reasons that can be identified for the acceptance of this type of authority in China stems from thousands of years of political centralization, which tends to result in a tradition of obedience..