Guangzhou , China brief facts. An introduction to cross-culture studies.

1. Today’s agenda • Guangzhou, China brief facts. • An introduction to cross-culture studies. • Theoretical comparisons between Germany and China. • Business practice differences between Germany and China • Female managers in Germany and China. • Top 10 challenges Sophiamay face. • Our bespoke training plan. • Our methods and training schedule. • Conclusion - the benefits of our training to be gained by Sophia.

2. 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

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

4. 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

5. 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

6. 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

7. Phase 4 - Developing & delivering the training programme Pre-UK Departure & in China In China & sequential Source: Harzing & Ruysseveldt, 2004: 286; Caligiuriand Tarique, 2005; Caligiuri et al, 2009

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

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

10. Phase 5 - Evaluating the training programme Short term goals • Cognitive outcomes • On-line & written tests to check Sophia’s Chinese cultureawareness • Affective outcomes • Interviews to test how Chinese culture has affected her emotions. • Behavioural outcomes • Role-plays to test her behaviour & communication skills Longer- term goals and effectiveness Through questionnaires, & interviews Was the overall project successful for all parties? How successful was Sophia’s repatriation? What would we keep? What would we change? Source: Caligiuri and Tarique, 2005; Caligiuri et al, 2009

11. Training Programme – Beneficial outcome