INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
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
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
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 crossculture 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.
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
Contact details:
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
Philip R. Harris and Robert Moran, Managing Cultural Differences
TESTIMONIALS
“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”
“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
De Beers: Working
successfully with the
Japanese
“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. “
Ashurst: Developing
Employees for
International Success
Business Strategy & Development Managers Dr. Lisa Skipton and Liz
Cherry, 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 Ph.D, and Anna
Gorak Psy.D Specialists in cross-cultural analysis and communication,
Helen and Anna provide a wide scope of resources and communication
techniques to 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 Ritchie MSc
and Chris Davis PhD
Through assessment of company and individual needs, George and
Chris are the “farmers” of our business, nurturing the crops. They are
responsible for the design and delivery of bespoke and integrated
training programmes to ensure maximum reward for all stakeholders in
international assignments.
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
• 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.
Then Part C agenda……
• Our bespoke training plan
• Our methods and timing….. etc etc.
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
General information
Guangzhou -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”
Source: Hofstede, 2011
Hofstede
Germany
Small Power
Distance
Individualist
China
Large Power
Distance
Collectivist
High Uncertainty
Avoidance
Low Uncertainty
Avoidance
Medium-term
Orientation
Long-term
Orientation
Source: Eurochambres Academy, 2011; French, 2010; Hofstede, 2011; Kohun et al, 2007, Luthans and Doh, 2009.
China
Trompenaars
Germany
Universalism
Particularism
Individualistic
Communitarian
Specific
Diffuse
Achievement
Ascription
Sequential
Synchronic
Internalistic
Exernalistic
Neutral
Affective
China
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
Edward Hall
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
Main differences identified by
GLOBE PROJECT
7
6
5
4
4.8
4.4
3.8
4.7
3.8
3.2
Germany
3
2
1
0
Humane
Orientation
Institutional
collectivism
Assertiveness
Source: Busch et al, 2011 p.16; House et al, 1999; Javidan et al 2006 & 2009;
China
Business Practice Differences
GERMANY
CHINA
Efficiency, rules & procedures
Relationships: guan xi
Contract
Trust
Punctuality 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
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
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
“A little cultural knowledge goes a long way”
IBTC, 1990
“Estimated cost of a three year
assignment = $ 1 MILLION”
(Source: Brewster 2001)
Option 1
???
“Failure can cause – Damage to company
and company's Global image”. (Source Evans 2002)
“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)
Training Programme –
Introduction
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Evans, 2002
Brewster, 2001
“A little cultural knowledge
goes a long way…..”
? Option
2
Training Programme –
Introduction
Option
3 ????
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)
IBCT – A little cultural knowledge goes a long way
Failure can cause –
Damage to company and
company's Global image.
(Source Evans 2002)
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)
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Training Programme – Aims
and Objectives
Source: Harzing & Ruysseveldt, 2004: 286
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Training Programme –
Phase 1 -Type of assignment
Strategic Business Development Manager
•Strategic / executive – Developing the China operations market base
•Strategic assignments require a high level of CCT
•Current organisational culture, strategy and structure considered
when developing training program
Assignment Analysis
Identifies the function of the individual on the assignment and
the type of cross cultural knowledge and skills needed to perform effectively
Analysis of Job Description and Job Content factors
Job description factors are general duties, tasks and expected functions
Job content factors are; achievement, quality of output and levels of responsibility
•Position specific competencies defined and incorporated into the training program
Training Programme –
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Phase 2 -Determine training needs
“In the case of female expatriates cultural and GENDER
differences must be understood” – Calliguri,P. and Cascio W,F
The Individual Expatriate Analysis :
Defining the individual in regards to their
needs, expectations and current abilities. Also their age, sex and personality traits.
Analysis of...
1. Personality Characteristics
2. The level of the individual receiving CCT
•Flexibility and Openness
•Intercultural Abilities
•Communication Style
•Cross Cultural Awareness
•Acceptance of Cultural Differences
•Prior experience- no matter how little
•Existing cross cultural knowledge
•Existing levels of cross cultural skill
• Their perception of CCT
Also family needs (where applicable)
Analysis of the individuals perception of CCT and
expatriatism to assess which training techniques are
best suited. This assessment will highlight the
individuals intercultural communication style
allowing us to further tailor the training to the
individuals needs.
Training Programme –
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Phase 3 -Goals and measures
Short term
Accomplishments at end of CCT programme
•Improved understanding of international assignments
•Improved understanding of cultural differences
•And the effect they have on the success of the
assignment
•Understanding of the need for anticipatory adjustment
Long term
Expected outcome of the assignment
•Completion
•Increased performance of the organisation
•Confidence for future international assignments
Individual level
•Personal satisfaction
•Personal betterment
•Increased confidence
Measurement Methods
Personal Tutoring
Online tests
In person interviews/
Phone interviews
Performance appraisal
Company performance
Training Programme –
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Phase 4 -Developing and delivering the
training programme
Instructional content
Instructional methods
Sequence of training sessions
CCT Organisational review
General culture orientation
Specific culture orientation
Didactic culture training (general)
Didactic culture training (specific)
Experiential culture training (general)
Experiential culture training (specific)
Training Programme –
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Phase 5 -Evaluating the training
programme
Short term goals
Developing outcome measures
Long term goals
Adjustment measures
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
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Training Programme –
Beneficial outcome and
conclusions
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