1. 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.

2. 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

3. 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

4. 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

5. 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

6. Training Programme – Phase 3 (Goals and measures) 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

7. Phase 4 - Developing & delivering the training programme 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-UK Departure & in China In China & sequential Source: Harzing & Ruysseveldt, 2004: 286; Caligiuri and Tarique, 2005; Caligiuri et al, 2009

8. 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. Source: Stahl and Bjorkman, 2006

9. Experiential culture-specific training Bicultural communicatio n workshops Culture- specific simulation games Case studiesCritical 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. Source: Stahl and Bjorkman, 2006

10. Phase 5 - Evaluating the training programme Short term goals Longer- term goals and effectiveness Cognitive outcomes On-line & written tests to check Sophia’s Chinese culture awareness Affective outcomes Interviews to test how Chinese culture has affected her emotions. Behavioural outcomes Role-plays to test her behaviour & communication skills Through questionnaires, & interviews Was the overall project successful for all parties? How successful was Sophia’s repatriation? What would we keep? What would we change? Source: Caligiuri and Tarique, 2005; Caligiuri et al, 2009

11. Training Programme – Beneficial outcome Training Programme – Beneficial outcome Successful International Manager Increased motivation Self awareness Confidence building Relationship Building Building trust and understanding Adopting creative strategies Increased people skills Developed communication skills Overcome cultural challenges