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, 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
“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”
De Beers: Working
successfully with the
Japanese
“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
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
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
• 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 Sophia may face.
• Our bespoke training plan.
• Our methods and training schedule.
• Conclusion - the benefits of our training to be gained by Sophia .
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
General information
Guangzhou -CHINA
Official Language
Cantonese
Population
5,162,000
Government
Communistic
Currency
Yuan
Economy
World’s 2nd largest, 9.7% growth
Religion
Multi-religious:
Buddhism, Taoism, Islam,
Catholicism, Protestantism,
Christianity, Confucianism
Time zone
GMT/UTC + 08:00 hour
Climate
Sub- tropical
Adapted from: Former et al, 2010; Miller, 2010; Reuters, 2011.
Hofstede:
culture is the “software of the mind”
Source: Hofstede and Hofstede, 2005, p.3
Hofstede, 2011
Germany
Small Power
Distance
Individualist
China
Large Power
Distance
Collectivist
High Uncertainty
Avoidance
Low Uncertainty
Avoidance
Medium-term
Orientation
Long-term
Orientation
Adapted from: Eurochambres Academy, 2011; French, 2010; Geert Hofstede itim,
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
Adapted from: 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
China
2
1
0
Humane
Orientation
Institutional
collectivism
Assertiveness
Adapted from: 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”
Adapted from: Gibson, 2010; Kwintessential, 2011; Lau, 2007; Selmer, 2005; Wang, 2011
Glass ceiling: societal Glass ceiling: female modesty
influence
Wide pay gap
Narrow pay gap
Weak childcare support
Strong family childcare support
Women behave like men
Women behave like
women
Easier once gains
trust
Constant need to prove herself
Adapted from: 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”
“Failure can cause – Damage to company
and company's Global image”. (Source Evans 2002)
(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: Lang, 2011)
“Cross cultural training is vital if
organisations are to avoid high levels
of expatriate failure rates (premature
returns)”
(Source: Black and Medenhall 1990)
TIME-LINE OF A PREVIOUS SUCCESSFUL EXPATRIATE
Week 1 in UK
Week 2 in UK
Week 3 in UK 2 Yrs in China
End
Assessment & Training
Company assessment
Assignment assessment
Personality testing
Counsellor session
Peparation seminars
On-line "readiness" test
Chinese Culture Test
4 hrs
4 hrs
4 hrs
4 hrs
1 Day
1 hr
1 hr
Chinese Language Test
1 hr
English language test
1 hr
Expatriation workshops
Cross-culture seminar
Working in China course
Women in China course
Chinese HR policies
"Teams in China" course
Culture in China on-line
Chinese role-playing
On-line case studies
Chinese Bus Practices
Chinese lanuage lessons
English language lessons
Culture Shock
Repatriation
UK company strategy
Post-project evaluation
1 day
1 day
1 day
4 hrs
4 hrs
4 hrs
10 hrs
4 hrs
8 hrs
6 hrs
4 hrs
50 hrs
2 hours
4 hrs
1 day
4 hrs
Conceived by Cherry, Davis, Gorak, Kellaway, Ritchie and Skipton, 2011
3 days
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Source: Harzing & Ruysseveldt, 2004: 286; Caligiuri and Tarique, 2005; Caligiuri et al, 2009
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.
Speedline 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 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 Speedline 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
Meet with senior management to discuss aims and
objectives of assignment to confirm type
Assignment
type:
STRATEGIC
• 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
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
1. Organisational Level:
• Full audit on culture, strategy and structure in UK HQ and Chinese subsidiary
• Evaluating UK & Chinese local staff skills match.
Gerry Johnson 1992
• Test staff brand awareness.
2. Assignment level:
• Full job audit to establish duties and
cross-cultural skills required to carry out the job effectively.
Source: Johnson 1992 as cited by Seel, 2000; Johnson, 2000, p. ; Harzing & Ruysseveldt, 2004
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Personality
Family considerations
Suitability & adaptability
Communication style
Previous cross-cultural cultural experience
Language skills
Our 6 step method
1. Psychometric tests and self-evaluation assessment
2. Session with a trained counsellor to check motivations
3. On-line cross-culture skills set test
4. “Chinese Culture Awareness Test”
5. Language tests in English and Chinese
6. Expatriation workshop to prepare for next stage
Readiness
Source: Harzing & Ruysseveldt, 2004: 286; Caligiuri and Tarique, 2005; Caligiuri et al, 2009
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 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
Longer term
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
Training Programme –
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Phase 3 (Goals and measures)
Adapted from:
Caligiuri, and Tarique, 2005
Training Programme –
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
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
Phase 4 - Developing & delivering
the training programme
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Pre-UK
Departure
& in China
In China &
sequential
• General training on living &
abroad - lectures,
Didactic culture working
seminars, reading material, videos,
on-line training.
(cultural
information for • Specific training about living &
working in China - lectures,
Sophia)
orientation briefings, case studies.
Experiential
culture
(cultural
impact on
Sophia)
• General training on cultural
differences in general - workshops
and immersion programs.
• Specific training on Chinese
culture - through role-playing,
Chinese cultural training and
language training.
Adapted from: Harzing & Ruysseveldt, 2004: 286; Caligiuri and Tarique, 2005; Caligiuri et al, 2009
Didactic culture- specific training
INTERNATIONAL BESPOKE CROSS CULTURAL 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.
Adapted from: Stahl and Bjorkman, 2006
Experiential culture-specific training
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Bicultural
communicatio
n workshops
Culturespecific
simulation
games
Case studies
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 & social
activities to
make emotions
play a role in
the growth.
•Interactions
with Chinese
are nil.
• Also as a part
of our predeparture
training
Delivered
through:
•Series of case
studies where
expatriate
analyse the
problems and
determine
possible
solutions.
• Also as a part
of our predeparture
training
Adapted from: Stahl and Bjorkman, 2006
Critical
incidents
exercises
Culturespecific
role play
Delivered
through:
Delivered
through:
• tasks where
participants
make
decisions
based on
provided
descriptions of
incidents
• Also as a
part of our
pre-departure
training
• series of
scenarios
where
participants
from both
cultures
have
particular
roles to play.
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Recommended IBCT’s Chinese culture
specific workshops:
• Living & Working in China
• How To Make Guan Xi Work For You
• Chinese Relationship Building
• Group Behaviour in China
• Understanding Chinese Culture & Confucianism
• Successful Communications in China
• Cantonese Language Skills
Our “Women Expats in China”
workshop
• Preparing For Returning Home
Adapted from: Vance and Yongsun., 2006
Phase 5 - Evaluating the training programme
Short term goals
Cognitive outcomes
On-line & written tests to check Sophia’s Chinese culture awareness
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
Just an idea, in pictorial form instead?
Long term goal
evaluation
How effective
was it for all
parties?
Short term goal
evaluation
Cognitive goals
On-line &
written tests
On Sophia’s
cultural
awareness
Affective goals
Interviews to
Check how
Chinese
culture affected
Her emotions
Behavioural
goals
Role-plays for
communication
skills & adjusted
behaviour
How successful
was Sophia’s
repatriation?
Adapted from: Caligiuri and Tarique, 2005; Caligiuri et al, 2009
Benefits to Speedline in adopting this comprehensive
training and mentoring programme
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Adapted from: Caligiuri and Tarique,
2005; Caligiuri et al, 2009