“The manager who knows only his or her
own country is doomed to become obsolete.
Most organzations can
no longer afford to employ culturally myopic
managers”
Philip R. Harris and Robert Moran, Managing Cultural Differences
THE GRABBER
By the end of this presentation you will ….
• Have a deeper understanding of the cultural differences between China and Germany and the importance they play on business expansion for your company, Speedline.
• Become acquainted with BBCT’s bespoke training methods and why we are the most acclaimed cross-culture training team in our industry.
• Be informed to make the right decision to hire BCCT to ensure your candidate has the best possible advantage during her stay in China – benefitting her, Speedline, and your Chinese partners & customers.
WHAT’S IN IT FOR THE AUDIENCE
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
• Founded in 1990
• We are the largest team in industry, specialising on managing
multinational challenges
• We have 160 dedicated members, including 30 Senior Consultant
Specialists
• We aim to raise awareness of participants’ cultural bias in their own way
of working
• We assist both the private and public sector and hold a large portfolio of
MNCs
• We provide tools to people understand, recognise and respect cultural
differences.
• We offer a wide scope of tailored packages to suit individual client
needs.
• We are an integral part of learning and development for many global
clients
Head office: 596 Swallow Place, Mayfair, London.http://www.IBCT.COM
OUR PROMISE
We will always:
• Gain an understanding of your key business drivers
• Grasp your strategic objectives and the challenges they bring
• Understand the current skills, knowledge and attitude of your organisation at all levels
“The manager who knows only his or her own country is doomed to become obsolete. Most organzations can no longer afford to employ culturally myopic managers”Philip R. Harris and Robert Moran, Managing Cultural Differences
TESTIMONIALSAshurst: Developing Employees for International Success
“ The cultural awareness and language training offered by IBCT has given our trainees going on international secondments the key knowledge and skills that make their settling into a new country that little bit less daunting! All courses have always followed careful discussion with each individual about their level of language ability and experience of a country and are perfectly tailored to ensure each trainee really does get the most from the training offered. “
De Beers: Working successfully with the Japanese“The Japanese briefing delivered to De Beers personnel provided not only an invaluable insight into working effectively with our Japanese counterparts but also an understanding of Japanese society and values – key to the success of our new operations in Japan”
Shearman & Sterling: Working successfully across cultures“IBCT’s training was particularly interactive and provided our teams with an insight intocultual differences and how to maximise cross cultural relationships”
MEET THE TEAM – OUR CREDENTIALS
Business Strategy & Development Managers Dr. Lisa Skipton and Liz Cherry, MBA. Working with small, medium-sized and large businesses, Lisa and Liz’s wealth of knowledge and experience lies in strategic planning, change management and organisational development. Lisa and Liz are “hunters” for business and excel in bringing multi-nationals together for mutual benefit and growth in fiercely competitive markets.Cross Cultural Analysis Consultants – Helen Kellaway Ph.D, and Anna Gorak Psy.D Specialists in cross-cultural analysis and communication, Helen and Anna provide a wide scope of resources and communication techniques to bridge gaps between different cultural styles, behaviours and values. We see their service as the core “glue” of any international company – vital in today’s world of divergence.Cross-Cultural Training Programme Managers - George Ritchie MSc and Chris Davis PhDThrough assessment of company and individual needs, George and Chris are the “farmers” of our business, nurturing the crops. They are responsible for the design and delivery of bespoke and integrated training programmes to ensure maximum reward for all stakeholders in international assignments.
• To thank you for this exciting opportunity
• Explain the cultural differences between Germany and China what challenges your German candidate may face when she works in China
• Outline the cross-cultural training scheme we would provide if we win this contract.
We are here today to:
• A brief introduction to Guangzhou, China
• An explanation of what cross-culture studies are.
• Theoretical comparisons between Germany and China, focusing
on Hofstede, Trompenaars, Edward Hall and the GLOBE Project.
• Business practice differences between Germany and China
• Female managers in Germany and China.
• Our top 10 coping strategies for your candidate.
Then Part C agenda……• Our bespoke training plan• Our methods and timing….. etc etc.
TODAY’S AGENDA
General informationGuangzhou -CHINA
Official Language Cantonese
Population 5,162,000
Government Communistic
Currency Yuan
Religion Multi-religious:Buddhism, Taoism, Islam, Catholicism, Protestantism, Confucianism
Time zone GMT/UTC + 08:00 hour
Climate Sub- tropical
Source: Former et al, 2010; Miller, 2010
THEORISTS’ OBSERVATIONS
Hofstede
Source: French, 2010; Hofstede, 2011; Kohun et al, 2007, Luthans and Doh, 2009.
THEORISTS’ OBSERVATIONS
Germany China
Hofstede
Small Power Distance
Large Power Distance
Individualist
Collectivist
High Uncertainty Avoidance
Medium-term
Orientation
Long-term
Orientation
Source: Eurochambres Academy, 2011; French, 2010; Hofstede, 2011; Kohun et al, 2007, Luthans and Doh, 2009.
Low Uncertainty Avoidance
Trompenaars
Germany China
Universalism Particularism
Individualistic Communitarian
Specific Diffuse
Achievement Ascription
Sequential Synchronic
Internalistic Exernalistic
Neutral Affective
Edward Hall
Need personal space Work/live closely
Low-context communication
High-context communication
No groups In-groups and out-groups
Monochronic Polychronic
Task Oriented Relationship Oriented
Germany China
Source: Broda, 2011: Forbes, 2011; Geng, 2010; Hutchings, 2004; Gesteland, 2005.Hutchings et al, 2004; International Business Culture; 2011 Luthans, F., and Doh, J., 2009; Medlock Method, 2011
Humane Orientation
Institutional collectivism
Assertiveness0
1
2
3
4
5
6
7
3.23.8
4.74.4
4.8
3.8Germany
China
Main differences identified by GLOBE PROJECT
Source: Busch et al, 2011 p.16; House et al, 1999; Javidan et al 2006 & 2009;
Business Practice Differences
GERMANY
CHINA
Efficiency, rules & procedures
Relationships: guan xi
Contract Trust
Punctuality expected Relaxed about time
Gift giving not expected Gift giving can win contracts
Hierarchy: respect for position
Hierarchy: respect for elders
Individuals working within team
Teamwork
Low level corruption Still high levels of corruption
Few rituals Many rituals, e.g. Business cards
Problems: tackled directly
Problems: avoided, ”face saving”
Source: Gibson, 2010; Kwintessential, 2011; Lau, 2007; Selmer, 2005; Wang, 2011
Female managers
GERMANY CHINA
Glass ceiling: societal influence
Glass ceiling: female modesty
Wide pay gap Narrow pay gap
Weak childcare support Strong family childcare support
Women behave like men Women behave like women
Constant need to prove herself
Easier once gains trust
Source: Gunkel et al, 2007; Krieg, 2006
TOP 10 COPING STRATEGIES1. Have patience.
2. Do not under estimate the importance of “Guan xi” -
use group members to introduce yourself to others.
3. Show modest behaviour and respect to elders -
“saving face” is considered more important than the
truth.
4. Ask senior management to make announcements to
groups.
5. Enthuse how the overall group can benefit from
change.
6. Do not single members out, group harmony is key.
7. Be explicit with your instructions and check
understanding.
8. Anticipate others are likely to invade your space.
9. Do not take offence if colleagues seek decisions from
malesSource: Bing 2010; Burke, ; Castle, 2008; Chen and Partington, 2003; Dereksy, 2011; Hodgetts et al, 2006; Kwintessential, 2011; Sartor, 2007; WorldBusinessCulture.com, 2011.
Training Programme – Introduction
Estimated cost of a three year assignment = $ 1 MILLION (Source: Brewster 2001)
Done well, expats say cross cultural training makes their moves easier, especially when it focuses on practical information about their host country, Done poorly, they add, it is a waste of money and time. (Source: New York Times)
IBCT – A little cultural knowledge goes a long way
Cross cultural training is vital if organisations are to avoid high levels of expatriate failure rates (premature returns) (Source: Black and Medenhall 1990)
Failure can cause – Damage to company and company's Global image. (Source Evans 2002)
Training Programme – Aims and Objectives
PHASE 1 IDENTIFYING THE TYPE OF GLOBAL
ASSIGNMENT
PHASE 2 DETERMINING TRAINING NEEDS
PHASE 3 ESTABLISHING GOALS AND MEASURES
PHASE 4 DEVELOPING AND DELIVERING THE
TRAINING PROGRAMME
PHASE 5 EVALUATING THE TRAINING
PROGRAMME
Source: Harzing & Ruysseveldt, 2004: 286
TechnicalFunctional
DevelopmentalStrategic
Short termLong term
Organisational analysisExpatriate analysis
Assignment analysis
Instructional contentInstructional methodsSequence of training
sessions
Short term goalsLong term goals
Training Programme – Phase 1 (Type of
assignment)
Strategic Business Development Manager
Strategic / executive – Developing the China operations market base
Training Programme – Phase 2 (Determine training
needs)
Organisational analysis CCT Organisational review
Expatriate analysis Intercultural communications style
Assignment analysis Knowledge and skill requirements specification
Training Programme – Phase 3 (Goals and measures)
Short term Accomplishments at end of CCT programme.
Long term Expected outcome of the assignment.
Training Programme – Phase 4 (Developing and
delivering the training programme )
Instructional content CCT Organisational review
Instructional methods General culture orientationSpecific culture orientation
Sequence of training sessions
Didactic culture training (general)Didactic culture training (specific)Experiential culture training (general)Experiential culture training (specific)
Training Programme – Phase 5 (Evaluating the training
programme )
Short term goals Developing outcome measures
Long term goals Adjustment measures