2. “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 “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. 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 Business Strategy & Development Managers Dr. Lisa Skipton and Liz Cherry, MBA 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

5. 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 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. 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 effectively with our Japanese counterparts but also an understanding of Japanese society and values – key to the success of our new operations in Japan” “ 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. “ De Beers: Working successfully with the Japanese

7. 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. Then Part C agenda…… Our bespoke training plan Our methods and timing….. etc etc.

9. General information Guangzhou -CHINA General information Guangzhou -CHINA Official LanguageCantonese Population5,162,000 GovernmentCommunistic CurrencyYuan ReligionMulti-religious: Buddhism, Taoism, Islam, Catholicism, Protestantism, Confucianism Time zoneGMT/UTC + 08:00 hour ClimateSub- tropical Source: Former et al, 2010; Miller, 2010

10. Hofstede: culture is the “software of the mind ” Hofstede: culture is the “software of the mind ” Source: Hofstede, 2011

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

12. Trompenaars 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 GERMANYCHINA Efficiency, rules & proceduresRelationships: guan xi ContractTrust Punctuality expectedRelaxed about time Gift giving not expectedGift giving can win contracts Hierarchy: respect for positionHierarchy: respect for elders Individuals working within teamTeamwork Low level corruptionStill high levels of corruption Few ritualsMany rituals, e.g. Business cards Problems: tackled directlyProblems: avoided, ”face saving” Source: Gibson, 2010; Kwintessential, 2011; Lau, 2007; Selmer, 2005; Wang, 2011

15. Glass ceiling: societal influence Glass ceiling: female modesty Wide pay gapNarrow pay gap Weak childcare supportStrong family childcare support Women behave like menWomen behave like women Constant need to prove herselfEasier once gains trust Source: Gunkel et al, 2007; Krieg, 2006

16. 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; Kwintessential, 2011; Sartor, 2007; WorldBusinessCulture.com, 2011

17. “Estimated cost of a three year assignment = $ 1 MILLION” (Source: Brewster 2001) “Cross cultural training is vital if organisations are to avoid high levels of expatriate failure rates (premature returns)” (Source: Black and Medenhall 1990) “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) “Failure can cause – Damage to company and company's Global image”. (Source Evans 2002) “A little cultural knowledge goes a long way” IBTC, 1990 Option 1 ???

18. Training Programme – Introduction Training Programme – Introduction ? Option 2

19. Training Programme – Introduction Training Programme – Introduction 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) IBCT – A little cultural knowledge goes a long way Cross cultural training is vital if organisations are to avoid high levels of expatriate failure rates (premature returns) (Source: Black and Medenhall 1990) Failure can cause – Damage to company and company's Global image. (Source Evans 2002) Option 3 ????

20. Training Programme – Aims and Objectives PHASE 1 IDENTIFYING THE 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 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

21. Training Programme – Phase 1 -Type of assignment Training Programme – Phase 1 -Type of assignment Strategic Business Development Manager Strategic / executive – Developing the China operations market base Strategic assignments require a high level of CCT Current organisational culture, strategy and structure considered when developing training program Assignment Analysis Identifies the function of the individual on the assignment and the type of cross cultural knowledge and skills needed to perform effectively Analysis of Job Description and Job Content factors Job description factors are general duties, tasks and expected functions Job content factors are; achievement, quality of output and levels of responsibility Position specific competencies defined and incorporated into the training program

22. Training Programme – Phase 2 -Determine training needs Training Programme – Phase 2 -Determine training needs 1. Personality Characteristics Flexibility and Openness Intercultural Abilities Communication Style Cross Cultural Awareness Acceptance of Cultural Differences Also family needs (where applicable) The Individual Expatriate Analysis : Defining the individual in regards to their needs, expectations and current abilities. Also their age, sex and personality traits. “In the case of female expatriates cultural and GENDER differences must be understood” – Calliguri,P. and Cascio W,F Analysis of... 2. The level of the individual receiving CCT Prior experience- no matter how little Existing cross cultural knowledge Existing levels of cross cultural skill Their perception of CCT Analysis of the individuals perception of CCT and expatriatism to assess which training techniques are best suited. This assessment will highlight the individuals intercultural communication style allowing us to further tailor the training to the individuals needs.

23. Training Programme – 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 cultural differences And the effect they have on the success of the assignment Understanding of the need for anticipatory adjustment Long term Expected outcome of the assignment Completion Increased performance of the organisation Confidence for future international assignments Individual level Personal satisfaction Personal betterment Increased confidence Measurement Methods Personal Tutoring Online tests In person interviews/ Phone interviews Performance appraisal Company performance

24. Training Programme – Phase 4 -Developing and delivering the training programme Training Programme – Phase 4 -Developing and delivering the training programme Instructional content CCT Organisational review Instructional methods General culture orientation Specific culture orientation Sequence of training sessions Didactic culture training (general) Didactic culture training (specific) Experiential culture training (general) Experiential culture training (specific)

25. Training Programme – Phase 5 -Evaluating the training programme Training Programme – Phase 5 -Evaluating the training programme Short term goals Developing outcome measures Long term goals Adjustment measures

26. Training Programme – Beneficial outcome and conclusions xxxx xxx