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Cross-cultural management
in Vietnam
Survey Results+practical tips
to succeed
22nd June 2010, HCMC
1-2-WIN: www.1-2-win.net; tel: +66 87 99 60 679; [email protected]: www.ccifv.org; tel: +84 8 38 25 86 25; [email protected]
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A presentation by Jean-Francois Cousin, Executive Coach,with 15 years management experience in ASEAN...
Highest coaching credentials in ASEAN
Professional Certified Coach accreditation
from the International Coach Federation1
Coached over 250 executives to date
In Singapore, Thailand, Vietnam, China, India, etc...
Provides high-impact management, leadership and
cross-cultural training programs
1 www.coachfederation.org
MD for Lafarge Group in Thailand (98-04)
Worked over 10 years in ASEAN, China & India
Was VP Strategy for an MNC spread over32 countries, with 2 billion US$ turnover
Engineer + received senior executive educationfrom the Fuqua School of Business,in Duke University, USA
was based in (Thailand, Singapore, France)
conducted missions in
Worked in
International management experience+
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1-2-WIN Executive Coachings Client-listin Vietnam, Thailand & Singapore
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85 persons from 52 Companies and 6 nationalitiesparticipated to our survey
85 respondents
French
Australian
Japanese
Portuguese
Swiss
Filipino
Vietnamese
Foreigners polled have worked in Vietnam
between 2 months and 20 years
52 MNCs and SMEs, employing between 7 and3,000 persons
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Most respondents are in senior management
12 Vietnamese HR managers have participated
Foreign senior managers are the largest respondents
group
0 5 10 15 20 25 30 35 40
Others Foreigner
Human Resources Vietnamese
Human Resources Foreigner
Management Vietnamese
Management Foreigner
Senior Management Vietnamese
Senior Management Foreigner
Positions of respondents
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Limitations of our research and presentation
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Limitations of our research and presentation
0 5 10 15 20 25 30
Chinese
Indians
German
Other Europeans
USA
British
AustralianJapanese
Other Asians
Singaporeans
French
Number of Vietnamese respondents who worked with
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Mutual appreciation: Top-6 interpersonal skills
64% 66% 68% 70% 72% 74% 76%
makes me feel appreciated
controls emotion well
is fun to work with
is easy to talk with
is friendly
is polite
Vietnamese's performance assessmentby Foreigners
65% 66% 67% 68% 69% 70%
expresses his/her ideaswith confidence
tries to understand foreignCultures
is easy to talk with
is polite
speaks English well
is friendly
Foreigners' performance assessmentby Vietnamese
Excellent
100%
Good
67%
not good enough
33%
very poor
0%
Highest scores
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Mutual appreciation: Top-5 management skills
62% 63% 64% 65% 66% 67% 68% 69%
has good analytical skills
has a sense of urgency
follows Company's rulesand regulations
is highly responsible
works hard
Foreigners' performance assessmentby Vietnamese
52% 54% 56% 58% 60% 62% 64% 66%
is punctual (on time)
follows Company's rulesand regulations
shows strong discipline
works hard
celebrates achievements
Vietnamese's performance assessmentby Foreigners
Excellent
100%
Good
67%
not good enough
33%
very poor
0%
Highest scores
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Areas for improvement in interpersonal skills
Excellent
100%
Good
67%
not good enough
33%
very poor
0%
Lowest scores
30% 35% 40% 45% 50% 55%
listens well
speaks English well
is open-minded
expresses his/her ideas with
confidence
is straightforward (tells thetruth)
Vietnamese's performance assessmentby Foreigners
49% 50% 51% 52% 53% 54% 55% 56%
makes me feel appreciated
cares for colleagues' well being
is patient
is interested in foreign countries
develops harmony betweenpeople at work
Develops personal relationshipswith colleagues
Foreigners' performance assessmentby Vietnamese
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Areas for improvement in management skills
Excellent
100%
Good
67%
not good enough
33%
very poor
0%
Lowest scores
30% 35% 40% 45% 50% 55%
makes good decisions
motivates colleagues
gives effective feedback on(under)performance
manages conflict effectively
is effective at developpingcolleagues' skills
spends time to developsubordinates' skills
Foreigners' performance assessmentby Vietnamese
20% 25% 30% 35% 40%
manages priorities effectively
puts Company's interest beforeher/his own interests
takes initiative
gives effective feedback on(under)performance
has a long-term view forbusiness
is creative, thinks "out of thebox"
Vietnamese's performance assessmentby Foreigners
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Most important skills in Vietnamese managers opinion
70% 75% 80% 85% 90% 95% 100%
develops harmony betweenpeople at work
expresses his/her ideas in aclear manner
speaks English well
knows how to manage seniorityat work
Most important interpersonal skills inVietnamese's opinion
70% 75% 80% 85% 90% 95% 100%
has good analytical skills
makes good decisions
Most important management skills inVietnamese's opinion
NB: most important defined as > 70% in our ranking
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Most important skills in Foreign managers opinion
70% 75% 80% 85% 90% 95% 100%
is open-minded
expresses his/her ideas in aclear manner
speaks English well
Most important interpersonal skills inforeigners' opinion
70% 75% 80% 85% 90% 95% 100%
has integrity, is honest
manages priorities effectively
has good analytical skills
makes good decisions
takes initiative
is highly responsible
is good at organizing work
has a long-term view forbusiness
Most important management skills inforeigners' opinion
NB: most important defined as > 70% in our ranking
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Comparison of most important skills
70% 80% 90% 100%
is open-minded
expresses his/her ideas in a clearmanner
speaks English well
Most important interpersonal skills in foreigners' opinion
70% 75% 80% 85% 90% 95% 100%
has integrity, is honest
manages priorities effectively
has good analytical skills
makes good decisions
takes initiative
is highly responsible
is good at organizing work
has a long-term view forbusiness
Most important management skills in foreigners' opinion
NB: most important defined as > 70% in our ranking
70% 80% 90% 100%
develops harmony betweenpeople at work
expresses his/her ideas in a clearmanner
speaks English well
knows how to manage seniorityat work
Most important interpersonal skills in Vietnamese's opinion
70% 75% 80% 85% 90% 95% 100%
has good analytical skills
makes good decisions
Most important management skills in Vietnamese's opinion
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How to perform at the next level?
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Summary of advice from/to each other(1)
Advice to Vietnamese Advice to Foreigners Be transparent
Be clear and say what you think
Continue to grow management skills
Decide based on analysis, not emotions Prioritize, plan and organize Never stop learning & teaching others
Be an entrepreneur for the Company
Be creative, think out-of-the-box Be a role-model for accountability(2)
Place companys benefit above all Take initiative, dont be afraid
Become an international team-player
Engage in team-work across functions Speak English well Listen with an open-mind
Invest time to develop colleagues skills
Support initiative & accept trial-and-error
Give effective feedback on performance (+ & -)
Manage conflict effectively
Manage sensitively Learn Vietnamese Culture to be more effective
Listen with an open-mind and patience
Be clear and probe understanding
Convince about the rationale of your decisions
Develop personal relationships with colleagues Clarify expectations (ethics, quality
standards, behaviors, seniority in an MNC(3))
Build trust, recognize and motivate
Leverage effective motivational driversMake loyalty worthwhile
(1) based on quantitative and qualitative answers to our survey (2) = with a no excuse mindset for your responsibility (3) Multi-National Company
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From data to action: a few critical Success-Factorsof cross-cultural management in Vietnam
Communicate effectivelyacross Cultures
Develop peoplewith good returns
Build trust & loyalty
Motivate
Become aninternational team-player
Become an entrepreneurfor the Company
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How to
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Interactivesolution-search!
A f iti l S F t
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A few critical Success-Factorsfor cross-cultural management in Vietnam
Communicate effectivelyacross Cultures
Develop peoplewith good returns
Build trust & loyalty
Motivate
Become aninternational team-player
Become an entrepreneurfor the Company
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Worldwide challenges in communication!
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1. All-out discussionto clarify issues
Conflict management: different priorities*
1. Minimize damageto relationships
2. No bad feelings afterwards
Foreigners
2. Keep bad feelings inside
Vietnamese
CONFLICT
AFTER
CONFLIC
T* We obviously simplify, with the objective to trigger in-depth discussions between Foreigners & Vietnamese
Communication
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Communicationto speak-out or not to speak?... that is the question!
Some barriers to communication
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Not listening
Pretending to listen
Biased listening
Attentive listening
Active listening
Empathic listening
Facilitative listening
You ignore
You use nods and smiles and uhum, etc...
You (unconsciously) interpret what the speaker says throughyour beliefs
You gather facts and analyze
You gather facts, analyze and understand feelings
You check and understand facts and feelings, trying to feel
how the speaker feels, put yourself in her/his shoes
You listen and understand fully, and help the speaker clarifyhis/her thoughts through tactful, open-ended questions
Effective communicationWe can listen in many ways, not all of them productive
A f f t f
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Blur, unclear
Too complicated (assuming more is better)
Confrontational / insensitive
Uninspiring / de-motivating
Non-transparent
Biased (eg. misjudging employees understanding)
A few features ofineffective managerial communication
H t i t ff ti l
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Listen with the intent to make theconversation worthwhile for both
Make it safe to speak-up
Leverage communication good practicesin meetings
How to communicate effectivelyacross Cultures?
Listen with the intent to make theconversation worthwhile for both
Employer
Employee
Tips
A few critical Success Factors
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A few critical Success-Factorsfor cross-cultural management in Vietnam
Communicate effectivelyacross Cultures
Develop peoplewith good returns
Build trust & loyalty
Motivate
Become aninternational team-player
Become an entrepreneurfor the Company
( )
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B Back-bonesIndividuals who produce
effectively, however they havereached a ceiling
in competency
A - StarsIndividuals who have real
potential for the future andare high performers
D - IcebergsIndividuals who have no
potential and perform poorly.They are in awrong role
C - Problem ChildrenIndividuals who have
potential but are notperforming in their role. Thismay be because they are
newly promoted
low - - - - - - - - - capability to learn - - - - - - - - high
Are you clear about your talent pools (potential) value?
low
---
--performance-----high
h d l l ?
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B Back-bonesteach
A - Starscoach
D - Icebergs
reactivate orremove
C - Problem Children
'father' (discipline)
low - - - - - capability to learn - - - - - high
low
-----
performance-
----high
Acknowledge effort and
contribution.Utilize as coaches andmentors.
Look for each person'shidden high
potential, undiscoveredpassions, etc., and offer
new challenges andresponsibilities as
appropriate, so these
people too can be stars, toany extent they are
comfortable.
Counsel, buildtrust, understand issues.
Identify hidden potential.Facilitate more fitting
roles, direction, purpose, opportunities, etc., linked
with and perhapsdependent onperformance
improvement.Failing this, assist orenable move out of
position if best for allconcerned.
Agree challenging stretching
work, projects, careerdevelopment, responsibilities,or these people are likely toleave.Give appropriately stretchingcoaching, mentoring, training.Explore and encourageleadership and role-modelopportunities, to set and raise
standards of other staff.
Confirm and acknowledgepotential. Counsel, buildtrust, understand issues.Explore and agree ways toutilize and develop identified
potential via fitting tasks andresponsibilities, linked with andperhaps dependent onperformance improvement.Explore attachment tobackbone or star mentors andcoaches.
Do you invest enough in developing your people?
l d l i k i !
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People development: no risk, no gain!
l d l
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People developmentwith the simplest leadership model: 3 C
Challenge
CoachBuild Confidence
3 C
A LEADER...
Creates opportunities
Provides direction
Aligns everyone
Inspires
Builds Confidence
Challenges and
Coaches people
Source: Paul B. Thornton, 1999
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Effective feedback: the sandwich technique motivating to improve (bad) performance
Motivation & offer of support
I am sure You can do it!
Area for improvementHow much better can you do?
Recognition of 1 good action
3
2
1
Positivefoundation
Stretch
Hope
Baseline:
Provide tools e g to get things done well and in time
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Provide tools. e.g. to get things done well and in-timesimple tools for priorities, planning & organization
Daily to-do list
Important&
urgent
Urgent,not
important
Important,n
oturgen
t
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One-on-one meeting focused on professionalgrowth 1-hour/month with key employees
Continuously stretch (good to great)
How to develop people with good returns?
Behave as the level above The day you think you know it all: retire,because you are old already!
Employer
Employee
Tips
A few critical Success-Factors
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A few critical Success Factorsfor cross-cultural management in Vietnam
Communicate effectivelyacross Cultures
Develop peoplewith good returns
Build trust & loyalty
Motivate
Become aninternational team-player
Become an entrepreneurfor the Company
Wh d M M d
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When you are good to Mama, Mamas good to you(Chicago, the musical)
How to build trust and loyalty?
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Directive & truly caring
Gets loyaltyfor caring
Authority based on relationships
& seniority
Foreign leadership model*Asian* leadership model
Participative
Gets respectfor knowledge & wisdom
Authority based on rules & regulations
How to build trust and loyalty?Influence of leadership models of reference
* We obviously generalize for the sake of igniting discussions; every country has its specificities
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Fosters open communication
Listens and responds with empathy
Shares thoughts, feelings and rationale
Is straightforward and up-front
Focuses on the positive
Seeks others ideas
Doesnt shoot the messengerDiscusses difficult / sensitive issues
Challenges assumptions
Is reliable and consistent
Avoids making empty promises by being honestabout what one can do and cant do
Acts with integrity
Is available when needed
Behaves according to organizational values
Follows through and keep commitment
Treats everyone with
respect & fairnessMaintains & enhances others self esteemValues each individuals uniqueness
Acts impartially and without bias
Ensures everyone receives due
credit, recognition and rewards
Shows confidence in others
Asks for help and encourages involvement
Provides support without removing responsibility
Provides opportunities to develop new skills
Lets team-members lead
Stands behind and advocates for team members
Trust builders: how much do you leverage them?
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Care & build relationship
Clarify values and expectations upfront
(ethics, behaviors, quality standards)
Activate all trust builders
Build confidence in Companys long-term
How to build trust & loyalty?
Be transparent + say what you think
Activate all trust builders
Employer
Employee
Tips
A few critical Success-Factors
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A few critical Success Factorsfor cross-cultural management in Vietnam
Communicate effectivelyacross Cultures
Develop peoplewith good returns
Build trust & loyalty
Motivate
Become aninternational team-player
Become an entrepreneurfor the Company
M ti ti i d t t th l ?
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Motivation: is money and status the only way?
7 needs which account for most of our behaviors
Transcendance Help others realize their potential
Learning Realize our own potential
Aesthetics Beauty, balance, order
Esteem Achieve, be competent, gain approval, status
Belonging Love, family, friends, affection
Safety Protection, safety, stability
Basic (physiological) Hunger, thirst, bodily comfort
Hygiene
factors
(dissatisfiers)
Motivation
factors
Source: Maslows hierarchy of needs & Herbergs motivation-hygiene theory
M ti ti h t ll ti t l
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Motivation: what really motivates people
A Company offers 1,000 $ to the employees who meet a certain performance target
3 different ways for managers to present the bonus to their subordinates:
1. Think of what 1,000 $ means: a down-payment for a new car or that new home improvement you want tomake
2. Think of the increased security of having 1,000 $ in your bank account for rainy days3. Think of what the 1,000 $ means: the Company recognizes how important you are to its overall performance, it
does not spend money for nothing
Which message would appeal mostto you personally?
Which message would appeal most to OTHERS do youthink?
1
2
3 (esteem)
(security)
(security)
1
2
3
(security)
(security)
(esteem)
Source: Made to Stick, Dan and Chip HeathMotivate with self-esteem
M ti ti h t ll ti t l
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Motivation: what really motivates people
A manager must convince a colleague to take a new job that is crucial to the Companys success
3 different pitches for the new job:1. Think about how much security this job provides; it is so important that the Company will always need someone
in this position
2. Think about the visibility provided by this job; because the job is so important, a lot of people will be watchingyour performance
3. Think about how rewarding it will be to work in such a central job. It offers a unique opportunity to learn how theCompany really works
Which message would be most motivatingto you personally?
Which message would be most motivating to OTHERSdo you think?
1
2
3 (learning)
(security)
(esteem)
1
2
3
(security)
(esteem)
(learning)
Motivate with stretched learning
Source: Made to Stick, Dan and Chip Heath
Build Confidence
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Build Confidencethe power of recognition
Number One reason why people leave their job?
because they feel unappreciated
9 out of 10 people say they are more productive
when they are around positive people
Yet, positive feedback only motivates if it is
individualized (YOU really did something great)
with a good reason (and it was great because)
H i i ?
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Activate self-esteem, belonging & learning(monetary incentives are never a durable competitive
advantage; making employees shine is one)
Stretch continuously(you do good & can do better) Celebrate achievements we are winners-
How to motivate over time?
Thinking positive is your choice(How much can you grow in this Company?Winners see opportunities; losers stay stuck
with difficulties)
Employer
Employee
Tips
A few critical Success-Factors
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for cross-cultural management in Vietnam
Communicate effectivelyacross Cultures
Develop peoplewith good returns
Build trust & loyalty
Motivate
Become aninternational team-player
Become an entrepreneurfor the Company
How to develop World-class team-players
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Build motivation to become an excellent international team-player withsuccess stories of interdependency between local & foreign colleagues
Features of a great international team-player (e.g. open-minded, great
listener, builds on others ideas, establishes trust, is agile, maintains a
positive mindset, grow his/hers influencing skills,)
Confront perceived obstacles and risks (e.g. loss of control, lack of trust,
lack of commitment, complexity,); identify how to overcome them
Make the case for change (winners see and leverage the opportunities,
losers stay stuck with the difficulties)
Tool-box of a great international team-player excerpts:
How to build trust with foreign / out-stationed colleagues (role-plays)
Conflict management: how to shift from avoiding / accommodating /
compromising / competitive to collaborative? (role-plays)
How to communicate effectively within an international team (role-plays)
How to build a positive team-dynamic
Individual accountability for team-work when one does not control everything
Individual resolutions, targeted quick-wins and action plan
p p yIt starts with dropping the me for the we!
H t i t ti l t l ?
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Prove that real big wins are collective
(Silo-culture is a losers plan)
How to grow international team-players?
Drop the me for the we
(Together Everyone Achieves More)
Employer
Employee
Tips
A few critical Success-Factors
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for cross-cultural management in Vietnam
Communicate effectivelyacross Cultures
Develop peoplewith good returns
Build trust & loyalty
Motivate
Become aninternational team-player
Become an entrepreneurfor the Company
So much to learn in a multinational company for an
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Broad mind-set
Rational decision-making
Prioritize, plan and organize
Take initiative
Be creative, think out-of-the-box Never stop learning
Engage in team-work across functions
Become an international team-player
Learn to manage complexity
p yaspiring entrepreneur; its worth to play by the rules
Be loyal: place companys benefit above all
Be accountable (responsibility power)
Accept sometimes long decision process
Patience
The returns: The requirements...
Biggest mistake:frequent job-hopping Aborted learning Un-employability in
medium-term
How to nurture entrepreneurship
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Support calculated risk-taking
(here people only get killed for not trying!)
for the Company?
Beat expectations
(You will be as good as you want to be!)
Employer
Employee
Tips
Conclusion Invitation for You to
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Take your team on a journey from Trust to Accountability
Build Relationships How much do we know how special we are? individually and as a team?How far can we leverage our Diversity?How can we strengthen our bond & trust?
Discuss the Un-discussable How differently do we view conflict at work?How can we productively embrace it?How can we discuss what matters most all the way?
Ask the Earth of each other How can we create further value from meetings?How can we take our accountability a step higher?Walk the talk
Where do You start your journey from?
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y j yHow can you engage your team further?
From Patrick Lencionis book the 5 dysfunctions of a team
Payattentionto results
vs. ego / individual goals
Accountability vs. low standards
Commitment vs. ambiguity
Ability to conflict positively vs. artificial harmony
Trust amongst members vs. invulnerability
HCMV, 9th & 10th SeptemberM t t i i
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Management trainingspecially designed for Vietnamese managers
HCMV, 9th & 10th September
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Listen with an open-mind
Be clear, transparent & say what you think
Decide based on analysis, not emotions Prioritize, plan and organize
Take initiative, dont be afraid
Be creative, think out-of-the-box
Never stop learning & teaching others
Engage in team-work across functions
Be a role-model for accountability
Place companys benefit above all
Defining Your Role and Responsibilities
The Qualities of a Successful Manager
Personal Effectiveness,
Priorities & Time management Management and Delegation
People Management and Team
Development
Effective Communication
Managing Performance Motivating your Team
Improve Team Performance
Personal Development
Topics: Focus on skills and behaviours:
Management trainingspecially designed for Vietnamese managers
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Cross-cultural management
in Vietnam
Complete survey-data
1-2-WIN: www.1-2-win.net; tel: +66 87 99 60 679; [email protected]: www.ccifv.org; tel: +84 8 38 25 86 25; [email protected]
Unedited advice from Vietnamese managers to foreign managers
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li khuyn ca bn dnhcho cc nh qun l nc ngoi h ci thin thm na shiu qu khi lm vic Vit Nam- da trn kinh nghim ca chnh bn khi lm vic vi h
Learn Vietnamese culture Listen and understand your subordinate and local partner Listen and understand business culture before you make a move Be part of Vietnamese culture in business, colleague relation and solving problems Work by example Honest, honest, honest Be patient Ha ng vi mi ngi (sociable) Cn to r a mt mi trng lm vic tht s chuyn nghip hn (create a more really professional working environement) When in Rome, do as Romans do (khng chp nhn ton b, nhng t nht cng hiu ti sao mi ngi lm v ngh nh th) (not accept all,
but at least understand why people do and think so) Tm hiu vn ha, cung cch lm vic ca ngi Vit Nam ( learning about Vienamese culture and their way of work) Tm hiu vn ha, tm l, tnh cch, thi quen sinh hot giao tip pht trin v ha hp quan h vi i tc, ng nghip ngi Vit
(learning about Vietnamese culture, psychology, character, living habits in order to develop and harmonize the relationship with Vietnamesecolleagues)
Lngnghe kin ca ng nghip VN khi gii quyt vn (listen to Vietnamese colleagues and partners ideas when resolving problems) Hiu vn ho bn a (understand the native culture) Kin nhn (patient) Nen quan tam giai quyet tot hon mau thuan giua cac dong nghiep bang mot cach nhin khach quan hon (should be more subjective in
handling conflict between colleagues) biet lang nghe ( listen to) Can tim hieu van hoa Viet nam, de hoa nhap voi nguoi viet nam (be interested in Vietnamese culture to integrate Vietnamese people) tm hiu thm v vn ha v con ngi vit nam pht huy ci tt v hn ch ci xu ca h (understand Vietnamese culture and people to
make them progress) Dnh nhiu thi gian hn ha nhp vo vn ha Vit Nam (have more time to integrate the Vietnamese culture) Individual respect Cn tm hiu vn ho, phong tc tp qun ca nc m h ang lm vic (learning about the culture and habits of the native country where
they are working)
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li khuyn ca bn dnhcho cc nh qun l nc ngoi h ci thin thm na shiu qu khi lm vic Vit Nam- da trn kinh nghim ca chnh bn khi lm vic vi h
Truyn t thu o cho cp di hiuccmc tiu ca Cng ty (explain carefully to their subordinates all companys objectives) Management RH
Bit lng nghe ng nghip nhiu hn na (listen more to colleagues) H cn phi tm hiu v thch ng vi Vn ha Vit Nam v iu s gip h a ra quyt nh ng n hn. (they need to learn & adaptwith the Vietnamese culture because that will help them to make better decisions)
Integrate into the life of Vietnamese people Appreciate differences in local culture, ways of thinking, behaviors Be patient : VN people are highly motivated and hard workers but they will not succeed in the first time. As much motivating and sociable as possible Give clear direction Long-term view
Motivate staff bit cch qun l cng vic, vicg trc, vic g sau (knows how to manage seniority at work) Cn giao tip tht ci m i vi cp di cng nh cp trn ( open communication) Hy kin nhn v lng nghe nhn vin cp di ca mnh nhiu hnvtr nn ng tin cy, ng chia s trong mt h (be patient andlisten
to subordinates, be trustworthy (they can trust you)) Hc tingVit ( learning Vietnamese) Bit cc thiu st, khim khuyt ca h thng php lut, b my qun l nh nc, th trng,... vn dng (knowledge about limits of
law, institutional, market system to use them effectively)
Tng cng giao tip, tm hiu ng nghip, cp di v cng vic v cc vn lin quan n cuc sng (spends time to develop personalrelationships with colleagues)
ng vin khch l kp thi (motivate colleagues in time) Ni ting Anh chm hn ( speak English slower) Nhit tnh (enthusiasm) Nen it chu trong vao hinh thuc va nhin van de tong quat hon la di vao chi tiet (should be less formal and have a general view ) hieu con nguoi viet nam (understand Vietnamese people) Tao su binh dang cho cac cap bac khac nhau cua nhan vien (make equality for all of staff hierarchy)
quan tm nhiu hn n i sng ngi lao ng ( be more interested in laborers life ) Chn thnh lng nghe (listen honestly)Disclaimer: opinions and comments gathered in our survey do not engage any responsibility of CCIFV and 1-2-WIN Company
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li khuyn ca bn dnhcho cc nh qun l nc ngoi h ci thin thm na shiu qu khi lm vic Vit Nam- da trn kinh nghim ca chnh bn khi lm vic vi h
Cultural diversity Gii quyt tt cc mu thun ni b.(resolve well internal conflicts) Din t tng r rng, d hiu (expresses his/her ideas in a clear manner (easy to understand) prendre de bonnes decisions, bonne strategie Bit ng vin ng nghip ng lc, khi h c nhng hnh ng tt (motivates colleagues in time, when they have good actions) Spends time to develop personal relationships with colleagues Recognize achievement and motivate subordinate Act as a coach, teacher. They will then be grateful for a life time. What a thrill for a manager ! Recognize people who do it right Smile
ng bao gi t nng vn mnh la cp trn nn ni ng (should be less autocratic) Thng nm gi cc v tr cao, s nht qun v quan im ca c c bn cc kz quan trng, nu ngc li, n s lm nhn vin hoang mang(the coherence of point of view is very important for the leaders, if not, that makes the staff confused)
Chia s kinh nghim, o to v khuyn khch ngi Vit, tham gia nhiu hot ng giao lu vn ha ngoi kinh doanh (sharingexperience, encourage to participate in diverse cultural activities)
Cp nht kin thc k nng lm vic ca nhn vin qua vic t chc cc lp hun luyn, o to chuyn su (update knowledge, workingskills of personal by organizing training classes)
Ho ng (sociable) thai mi khi trao i (is easy to talk with (makes you comfortable to talk with him/her)
Hc hi ( learning) Nen noi that ngan gon va di vao noi dung chinh hon la trinh bay dai dong kien tri (patient) Dong vien khuyen khich nhan vien, tao moi quan he tot voi dong nghiep (motivate and have a good relationship with colleagues)
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li khuyn ca bn dnhcho cc nh qun l nc ngoi h ci thin thm na shiu qu khi lm vic Vit Nam- da trn kinh nghim ca chnh bn khi lm vic vi h
Exposure to outside business skills is lacking, so planning and timelines are weak points. Majority of the workers think they know every thing therefore one has a very hard time trying to show them or teach
something different. Majority done try to understand what is trying to be explained Most or the time they care only or themselves if the company or other worker has a problem it ok its not his problem Managers need to be able to concept check to ensure that "YES" really does mean that everything has been
understood. In a developing country with Confucian ideals, the main focus for most people is to work for themselves and their
families to lift themselves out of poverty - Someone else's company is a means to that end.
Ils ont une vision a long terme du business. Mais il s'agit souvent de "leur" business. Les comptences les plus importantes pour russir au Vietnam l'heure actuelle ne sont pas les comptences
objectives "pour russir" que je dsignerais dans un autre contexte (gestion du temps, vision LT, gouvernance etc.) L'ducation traditionnelle vietnamienne ne favorise ni l'autonomie, ni la prise d'initiative, ni la proactivit et
rechercher de solutions collectives (brainstorming) Difficult a travailler en quipe Donner du sens a leur fonction et de la vision a leurs collaborateurs Rester humble avec ses employs Faire simple, mme quand on est (culturellement ?) dmang par l'envie de faire compliqu Savoir que les mentalits sont en train de changer pour adapter son management Les clients n'ayant pas de programme bien dfinis et la rglementation ayant vocation a s'assouplir au cours
du projet, il est assez difficile d'appliquer ici des mthodes de travail cartsiennes
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Be responsible and mature as manager Say what you do and do what you say Do not forget company goes down you go down Take responsibility of the overall mission Plan & stick to timelines Business Ethics - Not a single doubt about it must arise at any time Be disciplined and respect corporate rules & regulations Develop people instead of task and micro managing Take a longer term view of career development - jumping Job Grades and titles rapidly ultimately
damages professionalism. Resist the urge to get the better Title and compensation - focus on realexperience.
It is good if coordination/cooperation mind is improved more. Manage time effectively Do not allow any grey area in Business Ethics - If any, immediately talk; in transparency to your boss
Improve your communication skill, you need understand quickly and be able to reply quickly, toomuch time is lost by misunderstanding and related
Be friendly Need to develop strong discipline Take some initiative You may be the manager, but you need the other people so that you can manage to do the job
Go over the mission whenever necessary and if there is an opportunity Attend forums to learn from other people Learn (in English) international and proven "management skills and good habits" Decision making process and feed back Think longer term and big picture instead of short term and narrow minded Develop abilities to work cross functionally - not to protect the functional cell. It is good if look at overall for everything, not have very narrow angle eye. Preparation time seems to be never-ending if you are not a strong manager. At some point, you need
to start the project, so working to timelines is an essential part of the work environment.
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Listen to others Be fair with the company; do not "protect" your staff Try to have a long term view not only for you but also for the business Support them Need to develop good analytical skill Express and share your feelings and ideas When one gets to the management does not mean you know everything learn with others
even the worker Don't be shy or under confident Set goals for your staff and reward them when they achieve them. If they don't achieve the
goals, don't punish the staff but spend time finding out where the system was lacking.
Recruit good potential staff - not favour any one from your "personal relationships" - and trainthem on the job
Integrity in the business Rationalize and factualize instead of emotionalize and emphasize Develop abilities identify clearly the objective and strategy - and to communicate concisely to
get buy in.
It is good if Root Cause analysis skill is improved. Go one step further Expose your staff to challenges; building presentations and making presentations Listen, listen and listen again you have a lot to learn, and not only for your skill but also for
your personal development be loyal Search for information about world's best practice. Other countries may have some good
solutions for your problems.
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Sens des priorits Intgrit Avoir un sens de la collaboration plus dvelopp avec leurs collgues trangers Faire preuve d abstraction/ initiative Initiative Partir du gnral pour aller vers le dtail (et pas le contraire). Communication claire et exhaustive avec la hirarchie suprieure trangre Se proccuper davantage de leurs "subordonns" ou "Juniors" Raliser que construire une carrire demande temps, patience, apprentissage, long terme Ecouter et mettre en application les conseils reus
Etre prcis dans les informations donnes aux suprieurs Amliorer leur capacit d'initiative Travaillez les langues trangres Avoir une vision plus transversale et plus globale de l'entreprise Parler couramment anglais Etre analytique Communication Faire effort sur gestion du temps, planning oprationnel Dvelopper du relationnel
AVOIR UNE VISION A LONG TERME DU BUSINESS Organiser Avoir une vision long terme du business Bien couter, comprendre la perspective stratgique des dcisions prendre Faire preuve de bon sens est certainement le point faible de nombre de Vietnamiens Ne pas craindre d'interagir ouvertement, franchement... avec le management tranger. Amelioration du feed back Sortir des sentiers battus, faire preuve d'initiative 3 problmes frquents: manque de concentration, de ractivit, et de remise en question.
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Etayer les dcisions par un minimum d'analyse Honntet Etre davantage force de proposition Integrit dans le travail, sens des responsabilits Comptence Programmation, liste des taches a effectuer en priorit, et organisation du travail Sens des responsabilits, respect des intrts et des valeurs de l'entreprise Afficher plus de modestie surtout en cas de succs Apprendre a travailler en quipe Etre intgr Bien grer les urgences en prenant les bonnes dcisions au bon moment Etre force de proposition
Ne pas grez les relations professionnelles comme si elles taient personnelles Avoir une vision plus long terme de l'entreprise Donner son opinion franchement, surtout si dsaccord Organise bien le travail Organisation Dvelopper le sens de la qualit et de l'importance des dtails Prendre l'initiative CONSTRUIRE UNE RELATION D'HONNETETE ET DE FRANCHISE DANS LE TRAVAIL
Ouverture
Loyaut - Stable et non pas chercher systmatiquement nouvelle opportunit mais dvelopperl'opportunit dans l'entreprise actuelle
Rle actif de "dmineur" : identifier/discuter risques de malentendus par interlocuteurs externes
+ customer driven Anticipation et Analyse Laisser de ct les considrations culturelles, sociales qui vont l'encontre de la conduite ordonne de
l'entreprise (respect excessif de l'ge...) Avoir une notion de traits culturels de ses suprieurs (l'inverse est aussi vrai)
Penser long terme ( au-dela de 1 an ...)Disclaimer: opinions and comments gathered in our survey do not engage any responsibility of CCIFV and 1-2-WIN Company
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Etre force d'initiative et de proposition Communication
Participation active au dveloppement d'une culture d'entreprise sachant combiner les diffrences culturelles Voir le business a long terme et non au quotidien Professionalisme Notion de time scheduling et deadline Prise d'initiative, proposition de solutions Etre consistant dans les choix et dcisions prises Faire preuve de leadership, montrer l'exemple, retrousser les manches Ecouter et mettre en application les conseils reus
Etre ponctuel Accroitre la transparence Soyez attentif, clair, prcis & ractif (capacit a prendre des initiatives) Mieux intgrer les diffrences culturelles pour faciliter les changes et leur interprtation Priorit aux intrts de la socit sur les intrts personnels A une vision long-terme du business Ouverture d'esprit Apprendre dcoder les relations de l'autre Etre cratif
ETRE FIABLE DANS SES ENGAGEMENTS Franchise Pro-actif dans son travail avec prise d'initiative et suggestions/recommandations Bien dlimiter rle personnel dans l'quipe, donner plus plutt que moins + oriente rsultats + recherche de performance + manager du changement Faire des feed-backs rguliers aux collaborateurs et suprieurs hirarchiques Ecoute des autres
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Differences in behavior / performance amongst foreign nationalitiesseen by Vietnamese managers
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seen by Vietnamese managersBnc nhn thy skhc nhau trong hnh vi/nng lc gia nhngngi nc ngoi mang quc tchkhcnhau? (v d: ngi Php hn.kmhn, ngic ., ngi M., ngiAnh., ngiNht, v.v)
French / Ngi Php Arrogant
Too talkative, not enough action. Well process oriented. Well capable to integrate in VN biz culture. Basically very gentle and flexible. French is more empathic More friendly kem nhat (the worse) khng ng gi nh nhng ngi chu m ti tng lm vic cng (not be on time like the Asians who have worked with me)
Thn thin, nhit tnh(friedly, enthusiasm) Nguoi Phap quan tam chi tiet hon nguoi Anh hoac My (French are more detailed than Brtish or American) khong qua coi mo , doi khi de y den chi tiet qua nhieu (not friendly, so detailed)
thn thin , ci m( friendly, open minded) khng gn gi vi nhn vin nh ngi M ( not close to colleagues like American) Cch qun l khng c cht ch. (The way of management is not enough close)
Germans / Ngi c Good team alignment but low individual effectiveness, not flexible enough for VN culture. Very diciplined quyt an , thiu thn thin (determined, not friendly)
British / Ngi Anh Polite, diplomatic Not good at speaking "globish". No one understands them when they talk. Otherwise OK. Kh bo th v khng ci m vi cc kin khc (conservative and not open minded with others ideas) Coi mo, thang than , khong de bung nhung chi tiet nho (open minded, straightforward, generous)
Other Europeans / Ngui chu u khc Mainly people from eastern Europe are harder workers. Italian: nng tnh nhng c tnh sng to cao (quick-tempered but creative)
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seen by Vietnamese managersBnc nhn thy skhc nhau trong hnh vi/nng lc gia nhngngi nc ngoi mang quc tchkhcnhau? (v d: ngi Php hn.kmhn, ngic ., ngi M., ngiAnh., ngiNht, v.v)
USA / MLeast capable to handle corrupted context.Inability to adapt to VN way of doing.Pht biu kin c tnh ch quan, cm xc chi phi lm phn tn khng kh lm vic (express a view subjectively, affected by emotion that disperses
working environnement)Nguoi My thuong ngan gon hon trong cach trinh bay so va it quan tam den hinh thuc hon nguoi Phap (American express a view shorter and less formalthan French)bo th , thiu thn thin , cngngc (conservative, not friendly, not flexible)Australians / cFriendlyGood compromise between Europe and USA. Very well integrated in VN culture and effective.Gentle but not very focusedTt hn ngi n (better than Indian)
Kim sotcmxctt ( well control of emotion)Japanese / NhtBossyVery much appreciated by VN. Quality Japanese work is highest recognized by VN peopleVery discipline and not flexible enough to adapt to quick change of business culturesThn thin, nhit tnh (friendly, enthousiasme)Kien nhan, kiem che cam xuc (patient, control emotion)Thiu thn thin , hay coi thng ng nghip , lm vic chm ch( not friendly, think scorn of colleagues, works hard)Ngi Nht lmvic nghimtc xong h c v hi cng nhc, khng c flexible.(Japanese workin a serious and strict manner but they are not f lexible)
Chinese / Trung QucLow perception from VN (quality, service, support). VN people admire Chinese while hating them.Indians / n Neutral. Indians fit pretty well in the somewhat "messy" ambiance in VietnamSingaporeansSelf-centered; Singaporeans are seen as a model but are considered arrogant by Vietnamese. Easy to work with; Very closed and rather socialThan thien, coi mo (friendly, open minded)Rt tt trong vic qun l nhn vin, tuy nhin h khng c phng khong.( very good in staff management , however, they are not generous)Other Asians / Ngi chu khcNguoi A coi trong quan he ca nhan trong cong viec hon nguoi nuoc ngoai (The individual relationship in work is more important for the Asians than forthe Westerns)
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Foreigners' performance assessment by Vietnamese onmanagement skills
makes good decisions
Relative importance in Vietnamese's opinion ofmanagement skills
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39%
42%
46%
48%
49%
52%
52%
56%
56%
58%
60%
60%
61%
61%
61%
61%
61%
63%
63%
63%
63%
64%
65%
67%
67%
68%
69%
30% 35% 40% 45% 50% 55% 60% 65% 70%
spends time to develop subordinates' skills
is effective at developping colleagues' skills
manages conflict effectively
gives effective feedback on (under)performance
motivates colleagues
makes good decisions
recognizes achievements
is good at solving problems
manages time effectively
celebrates achievements
is punctual (on time)
is good at organizing work
gets things done in time
is creative, thinks "out of the box"
takes initiative
is trustworthy (you can trust her/him)
shows strong discipline
has integrity, is honest
puts Company's interest before her/his own
has a long-term view for business
manages priorities effectively
makes decisions quickly
has good analytical skills
has a sense of urgency
follows Company's rules and regulations
is highly responsible
works hard
celebrates achievements
is trustworthy (you can trust her/him)
follows Company's rules and regulations
is punctual (on time)
takes initiative
has a sense of urgency
gets things done in time
motivates colleagues
gives effective feedback on
has integrity, is honest
works hard
manages time effectively
shows strong discipline
recognizes achievements
puts Company's interest before her/his
is good at solving problems
has a long-term view for business
manages conflict effectively
is creative, thinks "out of the box"
spends time to develop subordinates'
is effective at developping colleagues'
manages priorities effectively
makes decisions quickly
is highly responsible
is good at organizing work
has good analytical skills
makes good decisions
Excellent
100%
Good
67%
not good enough
33%
very poor
0%
has a long term ie for b siness
Relative importance in foreigners' opinion ofmanagement skills
64%celebratesachievements
Vietnamese's performance assessment by Foreigners onmanagement skills
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makes decisions quickly
is punctual (on time)
celebrates achievements
follows Company's rules and regulations
works hard
gives effective feedback on (under)performance
recognizes achievements
manages conflict effectively
spends time to develop subordinates' skills
shows strong discipline
puts Company's interest before her/his own
has a sense of urgency
gets things done in time
manages time effectively
is creative, thinks "out of the box"
is good at solving problems
motivates colleagues
is trustworthy (you can trust her/him)
is effective at developping colleagues' skills
has integrity, is honest
manages priorities effectivelyhas good analytical skills
makes good decisions
takes initiative
is highly responsible
is good at organizing work
has a long-term view for business
26%
28%
30%
32%
34%
37%
38%
38%
40%
41%
41%
43%
44%
45%
48%
48%
49%
50%
50%
51%
51%
52%
56%
58%
60%
62%
64%
20% 30% 40% 50% 60% 70%
is creative, thinks "out of the box"
has a long-term view for business
gives effective feedback on (under)performance
takes initiative
puts Company's interest before her/his own
manages priorities effectively
is effective at developping colleagues' skills
is good at organizing work
manages time effectively
has good analytical skills
spends time to develop subordinates' skills
is highly responsible
manages conflict effectively
makes decisions quickly
gets things done in time
is good at solving problems
motivates colleagues
is trustworthy (you can trust her/him)
has a sense of urgency
makes good decisions
recognizes achievements
has integrity, is honest
is punctual (on time)
follows Company's rules and regulations
shows strong discipline
works hard
celebrates achievements
Excellent
100%
Good
67%
not good enough
33%
very poor
0%
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Vietnamese's performance assessment by Foreigners oninterpersonal skills
Relative importance of interpersonal skills in foreigners'opinion
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37%
41%
45%
48%
50%
50%
51%
51%
56%
58%
58%
59%
63%
64%
66%
67%
68%
70%
73%
76%
30 % 3 5% 4 0% 4 5% 5 0% 55 % 6 0% 65 % 7 0% 75 % 8 0%
says what he/she thinks usually
is straightforward (tells the truth)
expresses his/her ideas with confidence
is open-minded
speaks English well
listens well
expresses his/her ideas in a clear manner
tries to understand foreign Cultures
develops harmony between people at work
is interested in foreign countries
knows how to manage seniority at work
cares for colleagues' well being
Develops personal relationships with colleagues
is patient
makes me feel appreciated
controls emotion well
is fun to work with
is easy to talk with
is friendly
is polite
is interested in foreign countries
makes me feel appreciated
is friendly
is fun to work with
Develops personal relationships with colleagues
cares for colleagues' well being
is easy to talk with
controls emotion well
is polite
knows how to manage seniority at work
expresses his/her ideas with confidence
tries to understand foreign Cultures
is patient
says what he/she thinks usually
develops harmony between people at work
listens well
is straightforward (tells the truth)
is open-minded
expresses his/her ideas in a clear manner
speaks English well
Excellent
100%
Good
67%
not good enough
33%
very poor
0%
Geert Hofstede Cultural dimensions for Asian Countries
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Power Distance Individualism Masculinity Uncertainty
Avoidance
Long-Term
Orientation
India 77 50 56 40 61
Thailand 64 20 34 64 56
Singapore 74 20 48 8 48
Vietnam (est.) 70 20 40 30 80Malaysia 104 26 50 36 NA
Indonesia 78 14 46 48 NA
China (est.) 80 20 66 30 118
Japan 54 46 95 92 92
South Korea 60 18 39 85 75
Asian average 68 22 53 58 90
World average 55 43 50 64 45
010203040506070
8090
100
France
Japan
Australia
Vietnam
http://www.geert-hofstede.com/hofstede_dimensions.php
A few significant differences in environment
http://www.geert-hofstede.com/hofstede_dimensions.phphttp://www.geert-hofstede.com/hofstede_dimensions.phphttp://www.geert-hofstede.com/hofstede_dimensions.phphttp://www.geert-hofstede.com/hofstede_dimensions.phphttp://www.geert-hofstede.com/hofstede_dimensions.php8/3/2019 Cross Cultural Management in Vietnam
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High unemployment
Job & compensation highlyimportant
Labor market& compensation
Education
Exposure
to the World
Western countries* Vietnam*
Fairly easy to find a job
Family support between jobs
High interaction-level
between teachers and
students
Focus on memorization
Low emphasis on critical thinking
Most Western expats have
travelled quite extensively
Significant coverage of
international issues in most
foreign media
Limited travel outside of Vietnam
Limited coverage of international
issues in Vietnam media
* We obviously simplify, with the objective to trigger in-depth discussions between Foreigners & Vietnamese
List of companies which participatedAccor
https://www.cia.gov/library/publications/the-world-factbook/reference_maps/jpg/political_world.jpg8/3/2019 Cross Cultural Management in Vietnam
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Accor
Allied Pickfords Vietnam
Arkema Ltd.
Artus Vietnam
Astrazeneca
BBI
Blue Gate Solutions
Bouygues Batiment International
CCIFV
CEACENTRE MEDICAL INTERNATIONAL
CNRS (Bureau rgional ASEAN)
Comin AsiaCng ty TNHH Sofrecom Vit NamCong ty Truyen hinh So Ve tinh Viet Nam VSTV
CTV INGENIERIE
Danone Vietnam
degw
Dextra Transport Vietnam Co., Ltd.
DHL Global Forwarding
Dongtam
ERIDAN Co., Ltd., Hochiminh Branch
Farindo Trade servicesGras Savoye Willis Vietnam
Hanoi French Hospital
Hi-Tech Wires Asia
Holcim Vietnam Ltd.
Hopital francais de Hanoi
Interfracht Overseas Ltd.
Lafarge Boral Gypsum Vietnam
Lam Kieu
LEGRAND REPRESENTATIVE OFFICE
MAZARS VIETNAM
mediapost
Mekong Energy
Out-2 Design
Phoenix voyages
Resident Vietnam
Schneider Electric
SEAS
SITEasia
SODEX
Synapsys
Tap doan dien luc Phap EDF
TQCSI Vietnam
VINE Group
Vins Descombe Vietnam
virbac
VPDD EDF Vietnam
VSl VietnamYara Vietnam Co. Ltd.
Tips for Thais to become international team-playersDirector Magazine Thailand; article by J-F Cousin
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Director Magazine, Thailand; article by J-F. Cousin
Tips for Foreigners to become effective in ThailandDirector Magazine Thailand; article by J-F Cousin
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Director Magazine, Thailand; article by J F. Cousin
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Cross-cultural management
in Vietnam
Thank you for your participation!
Your feedback will be appreciated
22nd June 2010, HCMC
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