Fluffy orange final
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Transcript of Fluffy orange final
1
Fluffy Orange PRCorporate Communication
Workshop
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Fluffy Orange PRUnderstanding Cross-cultural management
• Cultural knowledge
• Corporate culture stereotypes
• Appropriateness of management style
• Cultural dimensions
• Non verbal communication
• How to avoid conflicts
• Conflicting cultures
• Psychological barriers of expatriates
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History of PR in China
1980 Western PR
1980 - 1985 ‘Ms PR’
1986 – 1989 Beginning of PR professionalism
1989 – 1992 ‘Rethinking period’
1992 – 2000 Declining of PR
2000 - 2011 PR revitalized
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History of PR in America
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1980 600 University PR
courses
1999 CPRE report release
2003 Over 20,000 PR students
2004 – 2011 PR
dominance
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Corporate culture
“Corporate culture is a pattern of
assumptions, invested, discovered, or
developed by a given group, as it
leans to cope with the problem of
external adaption and internal
integration, that has worked well
enough to be considered valid, and be
taught to new members, as the
correct way to perceive, think, and
feel in relations to these problems.”
Schein (2004 : 21)
(Thompenaars and Hampden – Turner, 2004)
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International variation in preferred corporate cultures
(Thompenaars and Hampden – Turner, 2004)
Incubator – Person culture Guided missile – Task culture
Family – Power culture Eiffel Tower – Role culture
• mex• sco
• mal
• aus
• fin• nzl
• irl
• can
• us• uk
• nor• swe
• bra
• ger
• cub
• chi• ind
• spa
• jap • pol
• ita • fr
• bel• por
• swi
• den
Informalism
Egalit
ari
anis
m
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Areas influenced by corporate cultures
Corporate culture
Source of cohesion
Power orientatio
n
Management style
Principle of control
Definition of
excellence
Attract, retain and motivate
talent
Reward staff
Assess improvem
ent
Develop staff and leaders
Effect change
Use of money
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Different approach in Chinese and American organizational culture
Management styleDepth of mutuality | Team objectives and goals
Power orientationPowerful personalities | “Knowledge is power”
Principle of controlDeeply respected persons | Integrity of own solutions
Definition of excellenceHigh level of social influence | Achieve desired results
Motivate talentLoyalty and trusted “insider” | Effective solutions
Reward staffDeep respect | Admiration
Effect changeKey power to respected “insiders” |Spontaneous self organization
Use of money A token of respect | Symbol of success
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Management styles
The seven key methods of managing successfully across cultures
• Hierarchy
•Group focus
• Relationships
• Communication
• Time orientation
• Change tolerance
• Motivation
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Cultural dimensions
Power distance
Masculinity vs.
femininity
Individualism vs.
collectivism
Uncertainty
avoidance
Long term vs.
short term
orientation
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Psychological barriers of expatriates
Unwillingness to learn,
embrace and adapt
Psychological
adjustment
International
adjustment
Socio-cultural
adjustment
Psychological
barriers to
adjustment
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Conflict in cultures
Differences in Origins, Values, Norms
Differences in Expectations, Objectives, Strategy
‘Sharing the same bed, but having
different dreams’
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How to avoid conflict
Use humour carefully
Mimic body language
Better follow, than
lead
Learn a few words in Chinese
Be punctual
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Non Verbal Communication
“The most important thing in
communication is to hear what
isn’t being said.”
Peter F. Drucker
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Practical tips I
1
54
3
2
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Practical tips II
Avoid prolonged eye contact
Silence- viewed as restful
ChineseHigh-context
culture
Use moderate gesturing
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What to wear
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Thank you for attending
Questions?