1. Welcome

2. Philip R. Harris and Robert Moran, Managing Cultural Differences
“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

3. 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.

4. Meet The Team 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
Cross Cultural Analysis Consultants – Helen Kellaway Ph.D, and Anna Gorak Psy.D
Cross-Cultural Training Programme Managers - George Ritchie MSc and Chris Davis PhD
Business Strategy & Development Managers Dr. Lisa Skipton and Liz Cherry, MBA

5. 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

6. TESTIMONIALS
“IBCT’s training was particularly interactive and provided our teams with an insight into cultural differences and how to maximise
cross cultural relationships”
“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”
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

7. Today’s agenda 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.
Our bespoke training plan.
Our methods and training schedule.
The benefits of our cross-cultural training to be gained by Sophia.

8. Ready ?
Let’s begin !

9. 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

10. Cross-cultural Analysis culture is the “software of the mind”
Hofstede:
culture is the “software of the mind”
Source: Hofstede, 2011

11. Theorists’ observations
Hofstede
Germany
China
Small Power Distance
Large Power Distance
Individualist
Collectivist
High Uncertainty Avoidance
Low Uncertainty Avoidance
Long-term
Orientation
Medium-term Orientation
Source: Eurochambres Academy, 2011; French, 2010; Hofstede, 2011; Kohun et al, 2007, Luthans and Doh, 2009.

12. Germany China Germany China Edward Hall Universalism Particularism
Individualistic
Communitarian
Specific
Diffuse
Achievement
Ascription
Sequential
Synchronic
Internalistic
Exernalistic
Neutral
Affective
Trompenaars
Germany
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

14. 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

15. Glass ceiling: societal influence
Female managers
China
Germany
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

16. The challenge of china!
Things are done slowly. They may deliberately test your patience.
Relationships are more significant than contracts.
Saving face” is considered superior to truth.
Group harmony is valued more than individual progress.
Initiative is rarely shown by subordinates.
Communication is high context –“yes” often means “no.”
Chinese do not trust those outside of their “in-groups”
Guan xi often requires obligation and favours.
Respect to elders is given over younger, more senior mangers.
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

17. Cross-Cultural Training- a key to success:
“A little cultural knowledge goes a long way”
IBTC, 1990
“Failure can cause – Damage to company and company's Global image”. (Source Evans 2002)
“Estimated cost of a three year
assignment = $ 1 MILLION”
(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: 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)

18. 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
Technical
Functional
Developmental
Strategic
Short term
Long term
Organisational analysis
Expatriate analysis
Assignment analysis
Instructional content
Instructional methods
Sequence of training sessions
Short term goals
Long term goals
Source: Harzing & Ruysseveldt, 2004: 286

19. Training Programme – Phase 1 Assess type of global assignment
Assignment type:
STRATEGIC
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.

20. Training Programme – Phase 2 Determining Training Needs
1. Organisational Level:
Full audit on culture, strategy and structure in UK HQ and Chinese subsidiary using the Jerry Johnson model (1992) to understand organisation culture, via questionnaires, observation and interviews.
Evaluating UK & Chinese market positions, local staff requirements and skills match.
Test staff brand awareness and knowledge of corporate strategy in both countries via questionnaires, interviews and focus groups.
Jerry Johnson 1992
Our Initial research indicates this is a STRATEGIC ASSIGNMENT, however we shall still undertake a full analysis to confirm this. Strategic assignments require more interaction with subsidiary staff and thus more cross-cultural training is required.
2. Assignment level:
Full job audit to establish duties, tasks and expected functions to understand the complexities of the assignment. Establish quality of output and levels of responsibility. Measure knowledge, experience, qualifications and the level of cross-cultural skills required to carry out the job effectively. Carried out through work measurement, job description comparisons, on-line skill assessments.

21. Training Programme – Phase 2 Determining Training Needs contd.
3. The expatriate’s Level
We will check Sophia’s personality suitability for expatriation by testing her:
Flexibility and Open-mindedness
Positive self-image
Empathy and respect
Intercultural Abilities
Communication Style
Cross Cultural Awareness
Acceptance of Cultural Differences
Family considerations
Our 3 step personality test:
A self-evaluation test undertaken by Sophia which comprises of a psychometric assessments and evaluation of her motives & willingness for the assignment.
A one to one “reality check”, private session with a trained counsellor to establish her goals, understanding of the assignment and general overview of Chinese norms and values.
A half-day workshop with approximately 8 people to exchange ideas, resolve HR issues and prepare for the next stage in expatriation.

22. Training Programme – Phase 2 Determining Training Needs contd.
4. The level of Sophia’s readiness for expatriation CCT
We will check Sophia’s cultural readiness for expatriation by evaluating her:
Prior experience of China- no matter how little
Existing cross cultural knowledge
Existing levels of cross cultural skill
Her language skills – English and Chinese
Her perception of CCT
Our 3 step cultural readiness test:
On-line assessment of international previous exposure and knowledge
Completion of our specific “Chinese Culture Awareness Test”
Language tests in English and Chinese.

23. Phase 3 (Goals and measures)
Training Programme –
Phase 3 (Goals and measures)
COGNITIVE
GOALS
How quickly and easily Sophia absorbs the Chinese culture
AFFECTIVE GOALS
How the Chinese culture is affecting Sophia. How is she managing ‘culture shock?’
BEHAVIOUR
How is Sophia adapting her behaviour /building relationships?
SHORT-TERM
GOALS

24. Training Programme – Longer- term Goals Phase 3 (Goals and measures)
5 STAGES OF CULTURE SHOCK
Honeymoon
Culture Shock
Initial Adjustment Stage
Mental Isolation
Acceptance & Integration
Continual improvement plan
Repatriation planning
Set the standard for future assignments
Handling of reverse culture shock
Assignment hand-over after 2 years

25. Phase 3 -Goals and measures
Training Programme –
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

26. Training Programme – Phase 4
(Developing and delivering the training programme )
General training on what it's like to work and live abroad - lectures, seminars, reading material, videos, on-line training, websites etc.
Specific training about what it's like living and working in China - studies, lectures, orientation briefings, case studies etc.
Didactic culture
(cultural information for Sophia)
General training on the impact of how cultural differences in general have an affect on individual's behaviour - workshops and immersion programs.
Specific training on Chinese culture - through role-playing, Skype, Chinese cultural training and language training.
Experiential culture
(cultural impact on Sophia)
Pre-Departure
CCT and
In-country CCT
In-country CCT and
Sequential
CCT

27. 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.
provided by IBCT Chinese-specific books.
Source: Stahl and Bjorkman, 2006

28. 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
Concrete, intense and social activities designed to make emotions play a role in the development.
No interactions with Chinese involved.
Also as a part of our pre-departure training
Series of case studies where expatriate analyse the problems and determine possible solutions.
tasks where participants make decisions based on provided descriptions of incidents
series of scenarios where participants from both cultures have particular roles to play.
Source: Stahl and Bjorkman, 2006

29. Recommended IBTC’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
“Women Expats in China”

30. Does anyone like this model? Or shall we stick to just the next slide?
I think we should use the next slide BUT USE THE CONTENT FROM THIS ONE TO TALK OVER. GR

31. Training needs analysis Developing and delivering training
Training Programme –
Timescales
Training Schedule and Timescales
Assignment Type
Phase 1
2 days
Training needs analysis
Phase 2
3 days
Goals and Measures
Phase 3
Developing and delivering training
Phase 4
Pre 2-3 days
During 5-8 days
Post 1-2 days
Evaluation
Phase 5

32. Phase 5 (Evaluating the training programme )
Developing outcome measures
1. Short term goals
Cognitive outcomes
Use on-line tests and written papers to check how Sophia has absorbed Chinese culture.
Affective outcomes
Face to face interview or focus group to see test how Chinese culture has affected Sophia’s emotions.
Behavioural outcomes
Test Sophia’s behaviour and communication skills within a role-play
2. Long term goals
Test for longer-term effectiveness through questionnaires, interviews and on-line surveys:
- Was the overall project successful for Sophia / Speedline / our Chinese colleagues?
- How successful was Sophia’s repatriation?
- What would we keep? What would we change?

33. Training Programme – Beneficial outcome
The IBTC’s cross cultural trainings have many benefits to be gained by Sophia:
Increased motivation to develop and progress.
Learning about others will deepen the Sophia’s knowledge about herself as well.
Cross-cultural training will encourage her confidence.
It will break the barriers down and thus allow for more open relationships and dialogue.
Our training will help Sophia to achieve mutual understanding at new workplace and then build trust.
It will also encourage Sophia to adopt new creative strategies when approaching challenges at new workplace.
It will teach Sophia how to deal with people with a sensitivity and understanding and thus develop great "people skills”.
Will develop her listening and communicating skills.
Sophia will learn how to establish mutual understanding as a mean to overcome culturally challenging situations.
Our CCT will increase Sophia’s chances to succeed in her first international assignment.

34. Thank you!
Any questions?