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Welcome

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. By the end of this presentation you will ….

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Welcome

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Presentation Transcript

  1. Welcome

  2. “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

  3. 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.

  4. Founded in 1990, with 160 employees • We are the largest team in industry, specialising on managing multinational challenges • We assist both the private and public sector and hold a large portfolio of MNCs • 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 Meet The Team Cross-Cultural Training Programme Managers - George Ritchie MSc and Chris Davis PhD Cross Cultural Analysis Consultants – Anna GorakPsy.D and Helen KellawayPh.D Business Strategy & Development Managers Liz Cherry, MBA and Dr. Lisa Skipton

  5. 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

  6. TESTIMONIALS “IBCT’s training was particularly interactive and provided our teams with an insight into cultural differences and how to” maximise cross-cultural relationships.” “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 & values – key to the success of our new operations in Japan” Shearman & Sterling: Working successfully across cultures De Beers: Working successfully with the Japanese We loved the fact that all courses follow careful discussion with each individual about their level of language ability and experience of a country & are perfectly tailored to ensure each trainee really does get the most from the training offered. “ Ashurst: Developing Employees for International Success

  7. Today’s agenda • 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. • Our bespoke training plan. • Our methods and training schedule. • Conclusion - the benefits of our cross-cultural training to be gained by Sophia.

  8. Ready ? Let’s begin !

  9. General information Guangzhou -CHINA Source: Former et al, 2010; Miller, 2010

  10. Cross-cultural Analysis Hofstede: culture is the “software of the mind” Source: Hofstede, 2011

  11. Theorists’ observations Hofstede Germany China Small Power Distance Large Power Distance Individualist Collectivist High Uncertainty Avoidance Low Uncertainty Avoidance Long-term Orientation Medium-term Orientation Source: Eurochambres Academy, 2011; French, 2010; Hofstede, 2011; Kohun et al, 2007, Luthans and Doh, 2009.

  12. Germany China Trompenaars Germany China Edward Hall Source: Broda, 2011: Forbes, 2011; Geng, 2010; Hutchings, 2004; Gesteland, 2005.Hutchings et al, 2004; International Business Culture; 2011Luthans, F., and Doh, J., 2009; Medlock Method, 2011

  13. Business Practice Differences GERMANY CHINA Source: Gibson, 2010; Kwintessential, 2011; Lau, 2007; Selmer, 2005; Wang, 2011

  14. Female managers China Germany Source: Gunkel et al, 2007; Krieg, 2006

  15. The challenge of china! • Things are done slowly. They may deliberately test your patience. • Relationships are more significant than contracts. • Saving face” is considered superior to truth. • Group harmony is valued more than individual progress. • Initiative is rarely shown by subordinates. • Communication is high context –“yes” often means “no.” • Chinese do not trust those outside of their “in-groups” • Guan xi often requires obligation and favours. • Respect to elders is given over younger, more senior mangers. • 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

  16. Introduction to Cross-Cultural Training- the key to success! “A little cultural knowledge goes a long way” IBTC, 1990 “Failure can cause – Damage to company and company's Global image”. (Source Evans 2002) “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) “Cross cultural training is vital if organisations are to avoid high levels of expatriate failure rates (premature returns)” (Source: Black and Medenhall 1990)

  17. TIME-LINE OF A PREVIOUS SUCCESSFUL EXPATRIATE

  18. Training Programme Source: Harzing & Ruysseveldt, 2004: 286; Caligiuriand Tarique, 2005; Caligiuriet al, 2009

  19. Assignment & candidate overview • OVERVIEW OF THE ASSIGNMENT • Speedline Ltd along with its subsidiaries, is engaged in providing the design, production and supply of high-tech electronic equipment for the computer technology industry. • Speedlineare currently looking to send a female manager, Sophia Schmidt, to its subsidiary in China, in order to train a team of ten employees as part of a strategic development plan. • The training is designed to prepare the strategic development team for developments due to take place within Speedline. It is also going to give the team a full and deep understanding of the business model, strategies, values and beliefs, customs and cultures. • One manager has been selected, due to the particular skills-set, commitment and dedication to the company. The two year secondment will allow the chosen manager to develop further in cross-cultural negotiations. • SOPHIA SCHMIDT • STRATEGIC BUSINESS DEVELOPMENT MANAGER • Sophia joined SpeedlineLtd four years ago as an Operations Manager but rapidly made her way up to the position she now holds, Strategic Business Development Manager. Sophia has demonstrated her ability to lead diverse teams of professionals in a variety of highly competitive, cutting edge and fast paced markets and environments. The following qualities will assist her success in this two year placement: • Strong Technical and Business Qualifications • Hands on experience in strategic planning • Ability to develop, enhance, increase revenues and improve • customer service

  20. Training Programme – Phase 1 • Assess type of global assignment Assignment type: STRATEGIC • Meet with senior management to discuss aims and • objectives of assignment to confirm type • Driving Speedline business into new Chinese territory. • Ensuring local staff are aware of and have knowledge of • Speedline’s corporate culture and “brand equity” • Creating new strategic alliances with third party companies • in China. Caligiuri, and Tarique, 2005

  21. Training Programme – Phase 2 Determining Training Needs • 1. Organisational Level: • Full audit on culture, strategy and structure in UK HQ and Chinese subsidiary • Evaluating UK & Chinese local staff skills match. • Test staff brand awareness. Gerry Johnson 1992 • 2. Assignment level: • Full job audit to establish duties and the level of cross-cultural skills required to carry out the job effectively. • Source: Johnson 1992 as cited by Seel, 2000; Johnson, 2000, p. ; Harzing & Ruysseveldt, 2004

  22. Training Programme – Phase 2 Determining Sophia’s Training Needs Our 6 step method Psychometric tests and self-evaluation assessment Session with a trained counsellor to check motivations On-line cross-culture skills set test “Chinese Culture Awareness Test” Language tests in English and Chinese Expatriation workshop to prepare for next stage Personality Family considerations Suitability & adaptability Communication style Previous cross-cultural cultural experience Language skills Readiness Source: Harzing & Ruysseveldt, 2004: 286; Caligiuriand Tarique, 2005; Caligiuriet al, 2009

  23. Training Programme – Phase 3 -Goals and measures Short term • Accomplishments at end of CCT programme • Improved understanding of international assignments • Improved understanding of Chinese culture • Successful co-operation with Chinese colleagues • Project targets met, e.g. sales targets, production targets • Understanding of the need for anticipatory adjustment Measurement Methods Personal Tutoring Online tests Longerterm • For Speedlink • Completion of Speedline’s strategic implementation in China • Acceptance and adoption by Chinese staff of Speedline’s global mindset • Chinese staff performance increasing Chinese market share. • Speedline’s confidence in future assignments. • For Sophia • Personal satisfaction • Personal betterment • Increased confidence In person interviews/ Phone interviews Performance appraisal Company performance

  24. Training Programme – Phase 3 (Goals and measures) Adapted from: Caligiuri, and Tarique, 2005

  25. Training Programme – Phase 3 (Goals and measures) Longer- term Goals • Continual improvement plan • Repatriation planning • Set the standard for future assignments • Handling of reverse culture shock • Assignment hand-over after 2 years

  26. Training Programme – Phase 4 (Developing and delivering the training programme ) Pre-Departure CCT and In-country CCT In-country CCT and Sequential CCT Source: Harzing & Ruysseveldt, 2004: 286; Caligiuri and Tarique, 2005; Caligiuri et al, 2009

  27. Didactic culture- specific training Source: Stahl and Bjorkman, 2006

  28. Experiential culture-specific training Source: Stahl and Bjorkman, 2006

  29. Recommended IBCT’s cultural specific • workshops: • Preparing For Expatriation • Avoid the culture shock • How To Make Guan Xi Work For You • Chinese Relationship Building • Group Behaviour in China • Understanding Chinese Culture & Confucianism • Successful Communications in China • How To Cope With Missing Home • Cantonese Language Skills • Preparing For Returning Home Our “Women Expats in China” workshop Adapted from: Vance and Yongsun., 2006

  30. Training Programme – Phase 5 (Evaluating the training programme ) Developing outcome measures 1. Short term goals • Cognitive outcomes • Use on-line tests and written papers to check how Sophia has absorbed Chinese culture. • Affective outcomes • Face to face interview or focus group to see test how Chinese culture has affected Sophia’s emotions. • Behavioural outcomes • Test Sophia’s behaviour and communication skills within a role-play 2. Long term goals • Test for longer-term effectiveness through questionnaires, interviews and on-line surveys: • Was the overall project successful for Sophia / Speedline / our Chinese colleagues? • How successful was Sophia’s repatriation? • What would we keep? What would we change? Source: Caligiuri and Tarique, 2005; Caligiuri et al, 2009

  31. Training Programme – Beneficial outcome

  32. Thank you! Any questions?

  33. Bibliography

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