Welcome

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING

“The manager who knows only his or her own country

is doomed to become obsolete.

Most organisations can no

longer afford to employ culturally myopic

managers” Source :Harris and Moran cited by Cultural Savvy 2011

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING

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

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

Meet The Team

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

Our promise

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 cross-culture 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

Ashurst: Developing Employees for International

Success

“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

“The Japanese briefing delivered to De Beers personnel provided not only an invaluable insight into working effectivelywith our Japanese counterparts but also an understanding of Japanese society &values – key to the success of our new operations in Japan”

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. “

De Beers: Working successfully with the Japanese

TESTIMONIALS

Communicaid.com, 2007

• 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.

TODAY’S AGENDA

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING

Ready ?Let’s

begin !

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING

General informationGuangzhou -CHINA

Official Language Cantonese

Population 5,162,000

Government Communistic

China’s overall economy 2nd largest in world; enjoying 9.7% growth

Currency Yuan

Religion Multi-religious:Buddhism, Taoism, Islam, Catholicism, Protestantism, Christianity, Confucianism

Time zone GMT/UTC + 08:00 hour

Climate Sub- tropicalAdapted from: Wu et al, 2010; Miller et al, 2010; Reuters, 2011

Hofstede: culture is the “software of the

mind”

CROSS-CULTURAL ANALYSIS

Source: Hofstede, 2011

THEORISTS’ OBSERVATIONS

Germany China

Hofstede, 2011

Small Power Distance

Large Power Distance

Individualist

Collectivist

High Uncertainty Avoidance

Medium-term

Orientation

Long-term

OrientationAdapted from:Eurochambres Academy, 2011; French, 2010; Hofstede, itim 2011; Kohun et al, 2007, Luthans and Doh, 2009.

Low Uncertainty Avoidance

Trompenaars

Germany ChinaUniversalism ParticularismIndividualistic Communitarian

Specific DiffuseAchievement AscriptionSequential SynchronicInternalistic Externalistic

Neutral Affective

Edward Hall

Need personal space Work/live closelyLow-context

communicationHigh-context

communicationNo groups In-groups and out-

groupsMonochronic PolychronicTask Oriented Relationship

Oriented

Germany China

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

Humane Orientation

Institutional collectivism

Assertiveness0

1

2

3

4

5

6

7

3.23.8

4.74.44.8

3.8Germany

China

Main differences identified by GLOBE PROJECT

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 TrustPunctuality expected Valued by modern China ,

not oldGift giving not expected Gift giving can win

contractsHierarchy: respect for

positionHierarchy: respect for

eldersIndividuals working

within teamTeamwork

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, 2009; Kwintessential, 2011; Lau, 2007; Selmer, 2005; Wang, 2011

Female managers

GERMANY CHINA

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 trustAdapted from: Gunkel et al, 2007; Krieg, 2006

THE CHALLENGE OF CHINA!

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 2011; Burke, ; Castle, 2008; Chen and Partington, 2003; Dereksy, 2011; Hodgetts et al, 2006; Kwintessential, 2011; Sartor, 2007; WorldBusinessCulture.com, 2011

Introduction toCross-Cultural Training- the key to success!

“ Estimated cost of a three year assignment can cost well over $1 million.”

Clear Water Training, 2010.

“Using IBCT mean we were able to make our managers’ moves easier, especially as they focuses on cultural and practical information about their host country. Well done, IBCT!”

Marriott Hotels, 2011

“We couldn’t afford to go with any other cross-cultural training firm in fear of damage to our company and company's Global image.” (

HSBC Bank plc, 2011.

“A little cultural knowledge goes a long way” IBTC, 1990

TIME-LINE OF A PREVIOUS SUCCESSFUL EXPATRIATE End

Assessment & TrainingCompany assessment 4 hrsAssignment assessment 4 hrsPersonality testing 4 hrsCounsellor session 4 hrsPeparation seminars 1 DayOn-line "readiness" test 1 hrChinese Culture Test 1 hrChinese Language Test 1 hr

English language test 1 hrExpatriation workshops 1 dayCross-culture seminar 1 dayWorking in China course 1 dayWomen in China course 4 hrsChinese HR policies 4 hrs"Teams in China" course 4 hrsCulture in China on-lineChinese role-playingOn-line case studiesChinese Bus PracticesChinese lanuage lessonsEnglish language lessonsCulture Shock 4 hrs 4 hrsRepatriationUK company strategy Post-project evaluation 3 days

8 hrs

Week 1 in UK Week 2 in UK Week 3 in UK

10 hrs

4 hrs

6 hrs

2 hours 50 hrs

2 Yrs in China

4 hrs

1 day

Training Programme

PHASE 1 ASSESS TYPE OF GLOBAL

ASSIGNMENT

PHASE 2 DETERMINING TRAINING NEEDS

PHASE 3 ESTABLISHING GOALS AND

MEASURES

PHASE 4 DEVELOPING AND DELIVERING THE

TRAINING PROGRAMME

PHASE 5 EVALUATING THE TRAINING

PROGRAMME

Source: Harzing & Ruysseveldt, 2004: 286; Caligiuri and Tarique, 2005; Caligiuri et al, 2009

TechnicalFunctional

DevelopmentalStrategic

Short termLong term

Organisational analysisExpatriate analysis

Assignment analysis

Instructional contentInstructional methodsSequence of training

sessions

Short term goalsLong term goals

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING

OVERVIEW OF THE ASSIGNMENTSpeedline 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

Assignment & candidate overview

Training Programme – Phase 1

Assess type of global assignment

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.

Assignment type:

STRATEGIC

Caligiuri, and Tarique, 2005

Training Programme – Phase 2 Determining Training Needs

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.

• Test staff brand awareness.

2. Assignment level:• Full job audit to establish duties and the level of

cross-cultural skills required to carry out the job effectively.Source: Johnson 1992 as cited by Seel, 2000; Johnson, 2000, p. ; Harzing & Ruysseveldt,

2004

Gerry Johnson 1992

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING

Training Programme – Phase 2 Determining Sophia’s Training Needs

Our 6 step method1. Psychometric tests and self-evaluation assessment 2. Session with a trained counsellor to check motivations 3. On-line cross-culture skills set test4. “Chinese Culture Awareness Test” 5. Language tests in English and Chinese6. Expatriation workshop to prepare for next stage

Source: Harzing & Ruysseveldt, 2004: 286; Caligiuri and Tarique, 2005; Caligiuri et al, 2009

Personality

Readiness

Family considerationsSuitability & adaptabilityCommunication stylePrevious cross-cultural cultural experienceLanguage skills

Training Programme – Phase 3 -Goals and

measuresShort termAccomplishments 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

Longer termFor Speedline•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

Measurement MethodsPersonal Tutoring

Online tests

In person interviews/ Phone interviewsPerformance appraisal

Company performance

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING

COGNITIVEGOALSHow quickly and easily Sophia absorbs the Chinese culture

AFFECTIVE GOALSHow the Chinese culture is

affecting Sophia. How is she managing ‘culture shock?’

BEHAVIOURGOALS

How is Sophia adapting her behaviour /building relationships?

Training Programme – Phase 3 (Goals and

measures)

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING

Adapted from: Caligiuri, and Tarique, 2005

Training Programme – 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

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING

Brewster, C., Sparrow, P. and Vernon, G., 2007.

Phase 4 - Developing & delivering

the training programme • General training on living &

working abroad - lectures, seminars, reading material, videos, on-line training.

• Specific training about living & working in China - lectures, orientation briefings, case studies.

Didactic culture

(cultural information for 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.

Experiential culture

(cultural impact on Sophia)

Pre-UKDeparture& in China

In China & sequential

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING

Adapted from:Harzing & Ruysseveldt, 2004: 286; Caligiuri and Tarique, 2005; Caligiuri et al, 2009

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING

Didactic culture- specific 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

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING

Experiential culture-specific training

Bicultural communication workshops

Culture- specific

simulation games

Case studies Critical incidents exercises

Culture-specific role play

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 pre-departure training

Delivered through:•Series of case studies where expatriate analyse the problems and determine possible solutions.• Also as a part of our pre-departure training

Delivered through:

• tasks where participants make decisions based on provided descriptions of incidents• Also as a part of our pre-departure training

Delivered through:

• series of scenarios where participants from both cultures have particular roles to play.

Adapted fron:Stahl and Bjorkman, 2006

Recommended IBCT’s cultural specific workshops:

• Preparing For Expatriation• Avoid the culture shock• How To Make Guan Xi Work For You• Chinese Relationship Building• Group Behaviour in China• Understanding Chinese Culture & Confucianism• Successful Communications in China• How To Cope With Missing Home• Cantonese Language Skills• Preparing For Returning Home

Our “Women Expats in China”workshop

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING

Adapted from: Vance and Yongsun., 2006

Short term goal evaluation

Long term goal evaluation

Cognitive goalsOn-line &

written testsOn Sophia’s

cultural awareness

Behavioural goals

Role-plays for communication skills & adjusted

behaviour

Affective goalsInterviews to Check how

Chineseculture affected

Her emotionsWhat shall we keep?

How effective was it for all parties?

What shall we change?

How successfulwas Sophia’s repatriation?

Adapted from: Caligiuri and Tarique, 2005; Caligiuri et al, 2009

INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING

Successful International Manager

Increased

motivation

Self awarenes

sConfiden

ce building

Relationship

Building

Building trust and

understanding

Adopting creative

strategies

Increased people

skills

Developed communicat

ion skills

Overcome

cultural challeng

es

To conclude:Benefits to Speedline in adopting this comprehensive training and mentoring

programme

Adapted from: Caligiuri and Tarique, 2005; Caligiuri et al, 2009

Thank you!

Any questions?

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