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 .

China
Universalism
Individualistic
Specific
Achievement
Sequential
Internalistic
China
Neutral
Work/live closely
Particularism
Communitarian
Diffuse
Ascription
Synchronic
Exernalistic
Affective
Germany
Need personal space
Low-context communication
No groups
Monochronic
Task Oriented
High-context communication
In-groups and out-groups
Polychronic
Relationship Oriented
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

influence
Wide pay gap
Weak childcare support
Narrow pay gap
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;

Meet with senior management to discuss aims and objectives of assignment to confirm type
• Driving Speedline business into new Chinese territory.
• Ensuring local staff are aware of and have knowledge of
Speedline’s corporate culture and “brand equity”
• Creating new strategic alliances with third party companies in China .
Caligiuri, and Tarique, 2005

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Phase 3 (Goals and measures)
• Continual improvement plan
• Repatriation planning
• Set the standard for future assignments
• Handling of reverse culture shock
• Assignment hand-over after 2 years

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Pre-UK
Departure
& in China
Phase 4 - Developing & delivering the training programme
In China & sequential
Source: 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.
Source: Stahl and Bjorkman, 2006

Experiential culture-specific training
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Bicultural communicatio n workshops
Culturespecific simulation games
Case studies Critical incidents exercises
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
Delivered through:
•Series of case studies where expatriate analyse the
Delivered through:
• tasks where participants make play a role in the growth.
•Interactions with Chinese are nil.
• Also as a part of our predeparture training problems and determine possible solutions.
• Also as a part of our predeparture training decisions based on provided descriptions of incidents
• Also as a part of our pre-departure
Source: Stahl and Bjorkman, 2006 training
Culturespecific role play
Delivered through:
• series of scenarios where participants from both cultures have particular roles to play.

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
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

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING