Welcome

“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

If you are ready – let’s begin

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

Hofstede: culture is the “software of the

mind”

CROSS-CULTURAL ANALYSIS

Source: Hofstede, 2011

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

Training Programme – Beneficial outcome and

conclusions

xxxx xxx

xxx xxx

Thank you!

Any questions?