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 we hope ….• You will understand the importance cross-

cultural differences have on business…etc.

• In order that staff selected for international assignments are given individual and appropriate training …etc.

• so they are tooled with the necessary skills to give them an enjoyable experience which will benefit your organisation …. Etc.

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

SERVICES WE PROVIDEConsultancy, Training and coachingCross-cultural training for staff at all

levelsExpatriate support

Assistance with expansion into new territories

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 , 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 , BA and AnnaSpecialists in cross-cultural analysis and communication, Helen and Anna provide a wide scope of resources and communication techniquesto 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 and Chris Through assessment of company and individual needs, George and Chris are the “farmers” of our business. They are responsible for the design and delivery of bespoke and integrated training programmes to ensure maximum reward for all stakeholders in international assignments.

The purpose of this presentation

• Thank them for allowing us to pitch• Explain we are here to show them what training scheme we

would provide if we win this training contract etc. etc. etc.

Our agenda in brief

• To demonstrate we understand Speedline’s need for corporate consistency as they roll out their expansion strategy into the Chinese market.

• Demonstrate in-depth knowledge of Chinese culture, in relation to German culture and the challenges Sophia Smidzt may face on her assignment

• Offer a cultural coping strategy for Sophia• Explain how ICBT will deliver training etc. etc. etc.

Call for action!

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

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 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

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.