Chinese managers, as an ethnic minority in the Australian business environment, have not been studied. This thesis attempts to provide some understanding about this entrepreunneurial group of small businessmen.
The study was made with Chinese owners and/or managers, as well as professionals, 35 people were interviewed in the Brisbane and Gold Coast areas. The instrument consisted of a four part questionnaire -a personal profile, management style, personal values, managerial practices.
The results indicate that a large proportion were not born in Australia, are self-employed predominantly in the restaurant business and are generally high-income earners.They tend to be authoritian in their managerial style, they place a high importance on interpersonal relations, value achievement and success, practice close supervision of subordinates and are usually nepotistic and paternalistic. This is probably due to the size of their firms which are generally small employing almost invariably less than 20 people.
As an exploratory study, this thesis suggests that continuing research should be made to establish more definitively the impact of ethnic minority culture on managerial practices, and the level of integration of this increasingly important group of entrepreneurs into mainstream Australian business. It follows that cross-national comparisons- would also highten our understanding of these issues.