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, 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

Business Strategy & Development Managers Liz Cherry, MBA and Dr. Lisa Skipton

Cross Cultural Analysis Consultants – Anna Gorak Psy.D and Helen Kellaway Ph.D

Cross-Cultural Training

Programme Managers -

George Ritchie MSc and Chris

Davis PhD

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

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 effectivelywith our Japanese counterparts but also an understanding of Japanese society &values – key to the success of our new operations in Japan”

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. “

De Beers: Working successfully with the Japanese

• 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.

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- tropical

Source: 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 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 Valued by modern China , not old

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

Introduction toCross-Cultural Training- the 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

TIME-LINE OF PREVIOUS SUCCESSFUL EXPATRIATE End

Assessment & TrainingCompany assessment 4 hrsAssignment assessment 4 hrsPersonality testing 4 hrsCounsellor session 4 hrsPeparation seminars 1 DayOn-line "readiness" test 1 hrChinese Culture Test 1 hr

Chinese Language Test 1 hr

English language test 1 hrExpatriation workshops 1 dayCross-culture seminar 1 dayWorking in China course 1 dayWomen in China course 4 hrsChinese HR policies 4 hrs"Teams in China" course 4 hrsCulture in China on-lineChinese role-playingOn-line case studiesChinese Bus PracticesChinese lanuage lessonsEnglish language lessonsCulture Shock 4 hrs 4 hrsRepatriationUK company strategy Post-project evaluation 3 days

8 hrs

Week 1 in UK Week 2 in UK Week 3 in UK

10 hrs

4 hrs

6 hrs

2 hours 50 hrs

2 Yrs in China

4 hrs

1 day

Training Programme

PHASE 1 ASSESS 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; Caligiuri and Tarique, 2005; Caligiuri et al, 2009

TechnicalFunctional

DevelopmentalStrategic

Short termLong term

Organisational analysisExpatriate analysis

Assignment analysis

Instructional contentInstructional methodsSequence of training

sessions

Short term goalsLong term goals


OVERVIEW OF THE ASSIGNMENTFREDERICKS Ltd along with its subsidiaries, is engaged in providing the design, production and supply of high-tech electronic equipment for the computer technology industry.

Fredericks are 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 Fredericks. 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 Fredericks Ltd 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

Assignment & candidate overview

Training Programme – Phase 1

Assess type of global assignment

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.

Assignment type:

STRATEGIC

Caligiuri, and Tarique, 2005

Training Programme – Phase 2 Determining Training Needs


1. Organisational Level:• Full audit on culture, strategy and

structure in UK HQ and Chinese subsidiary using the Jerry Johnson model (1992) to understand organisation culture, via questionnaires, observation and interviews.

• Evaluating UK & Chinese market positions, local staff requirements and skills match.

• Test staff brand awareness and knowledge of corporate strategy in both countries via questionnaires, interviews and focus groups.2. Assignment level:

• Full job audit to establish duties, tasks and expected functions to understand the complexities of the assignment. Establish quality of output and levels of responsibility. Measure knowledge, experience, qualifications and the level of cross-cultural skills required to carry out the job effectively. Carried out through work measurement, job description comparisons, on-line skill assessments.

Source: Johnson 1992 as cited by Seel, 2000; Johnson, 2000, p. ; Harzing & Ruysseveldt, 2004

Gerry Johnson 1992

3. The expatriate’s Level

Training Programme – Phase 2

Determining Training Needs contd.


We will check Sophia’s personality suitability for expatriation by testing her:• Flexibility and Open-mindedness• Positive self-image• Empathy and respect• Intercultural Abilities• Communication Style• Cross Cultural Awareness• Acceptance of Cultural Differences• Family considerations

Our 3 step personality test:1. A self-evaluation test undertaken by Sophia which comprises of a

psychometric assessments and evaluation of her motives & willingness for the assignment.

2. A one to one “reality check”, private session with a trained counsellor to establish her goals, understanding of the assignment and general overview of Chinese norms and values.

3. A half-day workshop with approximately 8 people to exchange ideas, resolve HR issues and prepare for the next stage in expatriation.

Source: Caligiuri, and Tarique, 2005; Holopainen and Bjorkman, 2005; Waxin and Panaccio, 2005.


Training Programme – Phase 2 Determining Training Needs contd.4. The level of Sophia’s readiness

for expatriation CCT

We will check Sophia’s cultural readiness for expatriation by evaluating her:•Prior experience of China- no matter how little•Existing cross cultural knowledge•Existing levels of cross cultural skill•Her language skills – English and Chinese• Her perception of CCT

Our 3 step cultural readiness test:1. On-line assessment of international previous exposure and

knowledge2. Completion of our specific “Chinese Culture Awareness Test” 3. Language tests in English and Chinese.


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

Longer termFor 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

Measurement MethodsPersonal Tutoring

Online tests

In person interviews/ Phone interviews

Performance appraisal

Company performance


COGNITIVEGOALSHow quickly and easily Sophia absorbs the Chinese culture

AFFECTIVE GOALSHow the Chinese

culture is affecting Sophia. How is she managing

‘culture shock?’

BEHAVIOURGOALS

How is Sophia adapting her behaviour /building relationships?

Training Programme – Phase 3 (Goals and measures)


Adapted from: Caligiuri, and Tarique, 2005

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


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

Longer termFor 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

Measurement MethodsPersonal Tutoring

Online tests

In person interviews/ Phone interviews

Performance appraisal

Company performance


Training Programme – Phase 4 (Developing and delivering the

training programme )

• General training on what it's like to work and live abroad - lectures, seminars, reading material, videos, on-line training, websites etc.

• Specific training about what it's like living and working in China - studies, lectures, orientation briefings, case studies etc.

Didactic culture

(cultural information for

Sophia)

• General training on the impact of how cultural differences in general have an affect on individual's behaviour - workshops and immersion programs.

• Specific training on Chinese culture - through role-playing, Skype, Chinese cultural training and language training.

Experiential culture

(cultural impact on Sophia)

Pre-DepartureCCT and In-country CCT

In-country CCT and SequentialCCT




Didactic culture- specific training

Area orientation

briefing

Language training

Culture-specific

assimilator

Culture-specific Reading

Lectures about:• Women Expats in China• factual information about China, its geography, climate, law and customs• Group Behaviour in China• Understanding Chinese Culture & Confucianism

Delivered through:• workbooks• online tutorials• sessions with the teachers• role playing sessions as a part of experiential type of language training.

Delivered through• Series of episodes of Chinese culture behaviours• identifying and discussing the correct interpretation of interactions in episodes.• also available in form of CDs and workbooks for self study.

Delivered through• provided by IBCT Chinese-specific books.

Source: Stahl and Bjorkman, 2006


Experiential culture-specific training

Bicultural communicati

on workshops

Culture- specific

simulation games

Case studies Critical incidents exercises

Culture-specific role play

Delivered through:

• series of tasks that involve interacting with members of Chinese culture• working in small groups and completing tasks together

Delivered through:•Concrete, intense and social activities designed to make emotions play a role in the development.• No interactions with Chinese involved.• Also as a part of our pre-departure training

Delivered through:•Series of case studies where expatriate analyse the problems and determine possible solutions.• Also as a part of our pre-departure training

Delivered through:

• tasks where participants make decisions based on provided descriptions of incidents• Also as a part of our pre-departure training

Delivered through:

• series of scenarios where participants from both cultures have particular roles to play.

Source: Stahl and Bjorkman, 2006

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

Training Programme – Phase 5 (Evaluating the training

programme )

1. Short term goalsDeveloping outcome measures

2. Long 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

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

Training Programme – Beneficial outcome


The IBCT’s cross cultural trainings have many benefits to be gained by Sophia: 1. Increased motivation to develop and progress.2. Learning about others will deepen the Sophia’s knowledge about

herself as well.3. Cross-cultural training will encourage her confidence.4. It will break the barriers down and thus allow for more open

relationships and dialogue.5. Our training will help Sophia to achieve mutual understanding at

new workplace and then build trust.6. It will also encourage Sophia to adopt new creative strategies

when approaching challenges at new workplace.7. It will teach Sophia how to deal with people with a sensitivity and

understanding and thus develop great "people skills”.8. Will develop her listening and communicating skills.9. Sophia will learn how to establish mutual understanding as a

mean to overcome culturally challenging situations.10. Our CCT will increase Sophia’s chances to succeed in her first

international assignment.

Thank you!

Any questions?

Bibliography

Welcome

Documents

Transcript of Welcome