Welcome

Welcome

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING

“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


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 IBCT’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 IBCT to ensure your candidate has the best possible advantage during her stay in China – benefitting her, Speedline, and your Chinese partners & customers.



• 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

Contact details:Head office: 596 Swallow Place, Mayfair, London.http://www.IBCT.COM

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING:

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

Philip R. Harris and Robert Moran, Managing Cultural Differences

TESTIMONIALS

Ashurst: Developing Employees for International

Success

“IBCT’s training was particularly interactive and provided our teams with an insight into cultural differences and how to maximise cross cultural relationships”

Shearman & Sterling: Working

successfully across cultures

“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” “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

MEET THE TEAM – OUR CREDENTIALSBusiness 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.

• 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.• Top 10 challenges your candidate may face.

Then Part C agenda……• Our bespoke training plan• Our methods and timing….. etc etc.

TODAY’S AGENDA


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- tropicalSource: Former et al, 2010; Miller, 2010

Hofstede: culture is the “software of the

mind”

CROSS-CULTURAL ANALYSIS

Source: Hofstede, 2011

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 ChinaUniversalism ParticularismIndividualistic Communitarian

Specific DiffuseAchievement AscriptionSequential SynchronicInternalistic Exernalistic

Neutral Affective

Edward Hall

Need personal space Work/live closelyLow-context

communicationHigh-context

communicationNo groups In-groups and out-

groupsMonochronic PolychronicTask 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

4.74.44.8

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 TrustPunctuality 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

THE CHALLENGE OF CHINA!

1. Things are done slowly. They may deliberately test your patience.

2. Relationships are more significant than contracts.

3. Saving face” is considered superior to truth.4. Group harmony is valued more than individual

progress.5. Initiative is rarely shown by subordinates.6. Communication is high context –“yes” often

means “no.”7. Chinese do not trust those outside of their “in-

groups”8. Guan xi often requires obligation and favours.9. Respect to elders is given over younger, more

senior mangers.10. There is little distinction between work and social

relationships.

.

Source: Bing 2010; Burke, ; Castle, 2008; Chen and Partington, 2003; Dereksy, 2011; Hodgetts et al, 2006; Kwintessential, 2011; Sartor, 2007; WorldBusinessCulture.com, 2011

Cross-Cultural Training- a key to success:

“Estimated cost of a three year assignment = $ 1 MILLION”(Source: Brewster 2001)

“Cross cultural training is vital if organisations are to avoid high levels of expatriate failure rates (premature returns)” (Source: Black and Medenhall 1990)

“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)

“Failure can cause – Damage to company and company's Global image”. (Source Evans 2002)

“A little cultural knowledge goes a long way” IBTC, 1990 Option

1 ???

Training Programme – Introduction


“CROSS CULTURAL TRAINING IS VITAL IF ORGANISATIONS ARE

TO AVOID HIGH LEVELS OF EXPATRIATE FAILURE

RATES (PREMATURE RETURNS)”BLACK AND

MEDENHALL, 1990

“A little cultural knowledge goes a long way…..”

IBCT, 1990 “FAILURE CAN

CAUSE – DAMAGE TO COMPANY AND

COMPANY'S GLOBAL IMAGE.” Evans, 2002

“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.”New York Times

“ESTIMATED COST OF A THREE YEAR

ASSIGNMENT = $ 1 MILLION”

Brewster, 2001

? Option

2

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)

Option 3 ????

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 methods

Sequence of training sessions

Short term goalsLong term goals


Training Programme – Phase 1 -Type of

assignmentStrategic Business Development Manager•Strategic / executive – Developing the China operations market base•Strategic assignments require a high level of CCT•Current organisational culture, strategy and structure considered when developing training program

Assignment Analysis

Identifies the function of the individual on the assignment and the type of cross cultural knowledge and skills needed to perform effectively

Analysis of Job Description and Job Content factors

Job description factors are general duties, tasks and expected functionsJob content factors are; achievement, quality of output and levels of responsibility

•Position specific competencies defined and incorporated into the training program


Training Programme – Phase 2 -Determine training

needs

1. Personality Characteristics

•Flexibility and Openness•Intercultural Abilities•Communication Style•Cross Cultural Awareness•Acceptance of Cultural Differences

Also family needs (where applicable)

The Individual Expatriate Analysis : Defining the individual in regards to their needs, expectations and current abilities. Also their age, sex and personality traits.

“In the case of female expatriates cultural and GENDER differences must be understood” – Calliguri,P. and Cascio W,F

Analysis of...2. The level of the individual receiving CCT

•Prior experience- no matter how little•Existing cross cultural knowledge•Existing levels of cross cultural skill• Their perception of CCT

Analysis of the individuals perception of CCT and expatriatism to assess which training techniques are best suited. This assessment will highlight the individuals intercultural communication style allowing us to further tailor the training to the individuals needs.


Training Programme – Phase 3 -Goals and measures

Short termAccomplishments at end of CCT programme

•Improved understanding of international assignments•Improved understanding of cultural differences•And the effect they have on the success of the assignment•Understanding of the need for anticipatory adjustment

Long termExpected outcome of the assignment

•Completion•Increased performance of the organisation•Confidence for future international assignments

Individual level•Personal satisfaction •Personal betterment •Increased confidence

Measurement MethodsPersonal Tutoring

Online tests

In person interviews/ Phone interviewsPerformance appraisal

Company performance


Training Programme – Phase 4 -Developing and delivering the training

programme

Instructional content CCT Organisational review

Instructional methods General culture orientationSpecific culture orientationSequence of training

sessionsDidactic 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 conclusionsxxxx xxx

xxx xxx


Thank you!

Any questions?

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