1. CROSS CULTURAL TRAINING IM CONSULTANTS With you today: Ian Haskett Monica Chudy Njazi Zyberaj Candice Clements Amy Gurney Shannon McCallam

2. IM Consultants Who we are. We are IM Consultants Based in Bournemouth with twenty years experience in cross cultural training. We cover Europe, China Japan and India. What we do. We offer bespoke cross cultural training packages. Designing and delivering training seminars and consultancy programmes to corporate and public organisations. We asses our clients needs through initial meetings and make detailed proposals based on the specific requirements identified

3. Overview of the assignment Karen Jenkins, TOPSHOP Brief profile / biography of the manager Karen Jenkins has a background in Buying and procurement for Marks and Spencers where she had an indirect link with the buyer for Malaysia and The Philippines. Four years ago she started working for Topshop as a senior buyer and has been promoted to Buying manager for the Japanese stores. Brief overview of the assignment The new role is Buying Manager for the recently formed franchises of Topshop in Japan.

4. Cross-Cultural Profiles: Japan & UK Time focus Japan: Japan: polychronic society; time is flexible and fluid, activities less structured; multi-tasking-tend to do many things at the same time; building a long-term relationship is a priority of most Japanese businesses UK: UK: monochronic society; time is inflexible, time is tangible, activities are structured and scheduled in a linear fashion; tend to do one thing at a time; control systems involving strict timetabling/deadlines Power culture Japan: Japan: high power distance; organisational structure is strict & hierarchical; everyone has a distinct place in the hierarchy in a social or business situation; practice of lifetime employment UK: UK: flatter and less bureaucratic approach; less adherence to hierarchy with more impact to get work done effectively and efficiently; ideas of ‘jobs for life’ overtaken by change in work patterns and prospects Source: Browaeys & Price, Understanding Cross-cultural Management,1 st Edition. Pearson education 2009

5. Cross-Cultural Profiles: Japan & UK Source: Browaeys & Price, Understanding Cross-cultural Management,1 st Edition. Pearson education 2009 Structure Japan: Japan: Collectivistic culture-interests of the group prevails over individual; strong sense of belonging to a group UK UK: High Individualistic culture- ‘I’ predominates over ‘We’; promotes individual goals, initiative and achievement Communication Japan: Japan: high context culture; indirect and implicit messages; less written and formal information; much nonverbal communication UK: UK: low context culture; direct, simple and clear messages; value straightforward, concise and efficient communication; more focus on verbal communication than body language Time Orientation Japan: Japan: past and long-time future oriented; business engagements require long-term commitment and focus on long-term benefits UK: UK: present and short-time future oriented; determined to achieve short-term goals and objectives rather than developing objectives in the long-term context or through long time cooperation

6. Tasks & Challenges Facing the Buying manager in Japan Buying Manager Leadership & task distribution -Different leadership style -Communication (different language, unspoken communication) -Hierarchy organisational structure with strong emphasis on status (gender, age) -Little work/life balance Recruitment & training -Recruiting process -People expect continued employment and training -Emphasis on group work and team building Negotiations -In Japan could be lengthy process -Focus on long-term relationship -In High-context culture much of information is implicit and indirect -’saving face’ is important for the Japanese -Punctuality is very important Performance management & compensations -Informal check of performance -Seniority-based pay -Fixed compensation packages -group reward rather individual Institutional environment -Labour and other legislations - Unions & collective bargaining -Trade regulations -Healthcare system

7. Training Objectives Short term objectives: Awareness: expectations and realities of working overseas Cultural understanding: behaviour patterns inside and outside the business environment Language skills: a basic working knowledget of business Japanese Communication: effective conversation, meeting etiquette and negotiation skills Long term objectives: Outcome of assignment?

8. Proposed Training Program

9. Measuring Our Success

10. Source: Browaeys & Price, Understanding Cross-cultural Management,1 st Edition. Pearson education 2009

11. Timings and Costs

12. Any questions?