Comparing the organization structure of management in Canadian, Russian and Chinese enterprises

This paper compares situation in three business environments: Canadian enterprises representing the Western managerial model, Chinese companies being to certain extent a sample of value-creating typical for Confucian cultural area, and Russian enterprises, though not properly defined, but representing the mixture of classical management models with strong Soviet impact built in. This paper compares the three country cases. The further investigation will be done for Canadian and Russian enterprises are operating in the People´s Republic of China. The study showed that there are many similarities between managerial models used in China and Russia, being strongly influenced by Soviet inherited conceptual framework, mainly in human resources and enterprises´ job assignments area the two cases exhibited many similarities in how the managers approach job allocations. In the situation of the Canadian enterprise, the latter do not hesitate to go beyond any strict management models, experimenting with any frameworks and organization structures they find appropriate in a particular context. Both Russian and Canadian enterprises experience constant changes towards the most appropriate organizational structures and managerial models. In order to continue with investigating how the Canadian and Russian enterprises operate in China, and what organizational structure they implement, while in China, it is necessary to study how they operate and being managed in their own countries.