1. Welcome
Good evening and welcome to this presentation by IBCT

2. Source :Harris and Moran cited by Cultural Savvy 2011
“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
The purpose of the presentation today is to provide you with a clear understanding of the bespoke training we at IBCT can offer you.

3. 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
IBCT were founded in 1990 and have worked successfully with companies in both the public and private sector.
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

4. 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
As a company we aim to always understand our clients individual objectives, challenges and needs.

5. 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.
We will demonstrate precisely why IBCT are the right company for you and why we are the most acclaimed cross cultural training team in the industry
During this presentation we will give you an understanding of the cultural differences between China and Germany along with some of the challenges Sophia may face and how IBCT’s bespoke training package will help her overcome these.

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 &
values – key to the success of our
new operations in Japan”
Shearman & Sterling: Working successfully across cultures
De Beers: Working successfully with the Japanese
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. “
Ashurst: Developing Employees for International Success
Communicaid.com, 2007

7. Today’s agenda 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 we will look specifically at:
(go through list)

8. Ready ?
Let’s begin !

9. General information Guangzhou -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- tropical
As you are aware, your company, Speedline, is looking to send a German female manager to work in Guangzhou, China on a 2 year assignment.
Guangzhou is representative of modern China: it’s developing, dynamic and embracing trade with the West. It has a population of over 5million, numerous religions (albeit closely watched by the communist party) with Cantonese as the main spoken language - some simple facts to help your chosen candidate, Sophia, prepare for her assignment.
But are simple facts and details enough? What else will she need to know about living and working in Guangzhou? How about the cultural differences she will face?
Adapted from: Wu et al, 2010; Miller et al, 2010; Reuters, 2011

10. Cross-cultural Analysis culture is the “software of the mind”
Wouldn’t it make life easier if everyone around the world shared the same values and beliefs? If we all thought and behaved alike?
Consider babies, their minds are all like blank canvases ready to absorb the culture into which they are born and as they grow they take on values and beliefs which start to separate them from other cultures. Hofstede called it “software of the mind”, a programming of sometimes very big human differences which can cause problems for global businesses. As Lisa said earlier, comprehension and respect amongst differing cultures is vital for globalisation.
Studies show massive differences between China and Germany. It will not be an easy ride for Sophia but with patience and determination there is every chance she will enjoy her stay will be an effective one for all.
On the next few slides, we will discuss some of these big differences. There are criticisms of these studies which you are welcome to question us about later, but generally speaking they represent benchmarks which can provide a good place for Sophia to start from.
Hofstede:
culture is the “software of the mind”
Source: Hofstede, 2011

11. Theorists’ observations
Hofstede, 2011
Germany
China
Small Power Distance
Large Power Distance
Individualist
Collectivist
High Uncertainty Avoidance
Low Uncertainty Avoidance
Hofstede noticed big differences in 4 of his 5 dimensions, listed here.
If we look at the relationship between Uncertainty Avoidance and Power Distance we can see:
China has weak Uncertainty Avoidance and large Power Distance. It is a collectivist society, falling into the “family” category where organisations have centralised, paternalistic authority. Things are often left to fate, work flow is un-structured and focus is given on harmony of the group with trust being placed in elders.
Germany on the other hand, is High on Uncertainty Avoidance and low in Power Distance. It is an individualistic state which operates like a “machine” with rules dictating everything. Nothing is left to chance, work is structured, focused on the task and bureaucratic with trust being placed in systems in place rather than in people.
Hofstede also notes China has the longest time orientation in the world. In China, time is of no importance: what is important is Confucianism and relationship building – or “guang xi” on which much of Chinese culture is based. In fact, the Chinese stretch time as much as possible to build relationships. Germans on the other hand strive to be time-efficient – why waste time on relationships when the task is more important?
Interestingly, Hofstede finds both countries with the same level of masculinity but research suggests different motives: in Germany people work hard to achieve a task; in China they work hard to benefit the group, arguably an inherited trait from years of communism.
Long-term
Orientation
Medium-term Orientation
Adapted from:Eurochambres Academy, 2011; French, 2010; Hofstede, itim 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
Externalistic
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
Trompenaars found:
China score high on ascription which means connection and background, whereas Germany is higher in achievement.
This is arguably the most important part of Chinese culture: it’s not what you know, but where you come from and who you know – what they call “guang xi”, or connections. Most business is done bases on trusting relationships.
Tompenaars also finds that Germany is universal and China is particular. This means in China, situations are dealt in context rather than applying general, universal rules which is how the Germans like to do things.
Communication styles in Chine are affective, which is where emotions are publicly displayed (although in business situations, this is not always the case!) whereas Germans are neutral, preferring not to display emotion in public.
Edward Hall identified:
Communication in China is high context and Germany is low context.
Drucker once said that “the most important thing in communication is to hear what isn’t being said.” This is excellent advice as in China it is better to say nothing and “save face”, whereas in Germany, communication is explicit and direct.
In Germany there is clear distinction between work and home space, whereas in China the two often blend.
However in China, there are “in-groups” and “out-groups” based on trust; in Germany people liaise as individuals rather than distinguish whether they are part of a “group” or not.
China is polychromic where time is expandable and used to build relationships and trust whereas Germans strive for time efficiency.
Edward Hall
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

13. As we can see, according to Globe Project; China is more human oriented than Germany. Even today majority of Chinese still behave according to the rules set by Confucianism and therefore generosity, friendliness and heartedness are valued and displayed in order to gain trust and be accepted.
The high score of China in Institutional Collectivism category supports “guan xi” approach and shows that developing good relations with others is extremely important in Chinese culture.
China scores lower in the third category. People in China do not display as much assertiveness as Germans do as it could harm someone’s feelings which of course would be against the guan xi approach.

14. Business Practice Differences
GERMANY
CHINA
Efficiency, rules & procedures
Relationships: guan xi
Contract
Trust
Punctuality expected
Valued by modern China , not old
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”
The Chinese culture is distinguished from the Western culture in many ways, including how business is conducted. For example, the Chinese prefer to deal with people they know and trust. Therefore well maintained relationships and trust are more bounding than contracts.
Chinese businessman, especially those from younger generations think that punctuality is a virtue and try to practice it in the business world. However, bear in mind that appointments are very often less driven by exact start and end times than in Germany.
Adapted from: Gibson, 2009; 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
Our company believe that it is also quite important that Sophia is aware of some issues concerning female mangers in China.
Chinese woman similarly to German have their opinions and work very hard but they still remain feminine, they don’t tend to act as men and more importantly they are not expected to. It seems that it’s a bit easier for Chinese women to become successful managers as once they gain trust they do not need to constantly prove themselves. But it must be remembered that because of the lower status of women in Chinese culture, it’s necessary to create the perception of a competence, status, and authority first. It may be a huge challenge, especially for female expatriates on assignment in China.
Adapted from: 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. .
There is no doubt that Chinese culture differ from those of western countries including Germany. Therefore, Sophia may find it unusual and thus challenging. Let’s have a look on some of the challenges she will probably have to face:
- Working with Chinese may require more patience as things are often done more slowly than in German. (1)
- High level of supervision is often needed due to passive subordinate behaviour in Chinese workplaces. (5)
- Because Chinese represent high context culture it may create communication problems between Chinese and others, even if both sides use English. (6)
- Unlike in Germany, Chinese employees place great importance on personal relationships (guan xi) which extend outside the work setting. (10)
Sophia will have to learn how to overcome these challenges in order to succeed in her first international assignment. And that is the aim of our cross cultural training which will develop awareness, knowledge and skills needed to interact appropriately and effectively so she can overcome all the challenges that may occur during her assignment.
Source: Bing 2011; Burke, ; Castle, 2008; Chen and Partington, 2003; Dereksy, 2011; Hodgetts et al, 2006; Kwintessential, 2011; Sartor, 2007; WorldBusinessCulture.com, 2011

17. Cross-Cultural Training- the key to success!
Introduction to
Cross-Cultural Training-
the key to success!
“A little cultural knowledge goes a long way”
IBTC, 1990
“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.
“ 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

18. TIME-LINE OF A PREVIOUS SUCCESSFUL EXPATRIATE

19. 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; Caligiuri and Tarique, 2005; Caligiuri et al, 2009

20. Assignment & candidate overview
OVERVIEW OF THE ASSIGNMENT
Speedline 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

21. 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.
Caligiuri, and Tarique, 2005

22. Training Programme – Phase 2 Determining Training Needs
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.
Gerry 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 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

23. Training Programme – Phase 2 Determining Sophia’s Training Needs
Our 6 step method
Psychometric tests and self-evaluation assessment
Session with a trained counsellor to check motivations
On-line cross-culture skills set test
“Chinese Culture Awareness Test”
Language tests in English and Chinese
Expatriation workshop to prepare for next stage
Personality
Family considerations
Suitability & adaptability
Communication style
Previous cross-cultural cultural experience
Language skills
Readiness
Source: Harzing & Ruysseveldt, 2004: 286; Caligiuri and Tarique, 2005; Caligiuri et al, 2009

24. 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 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
In person interviews/ Phone interviews
Performance appraisal
Company performance

25. 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?
Adapted from:
Caligiuri, and Tarique, 2005

26. 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
Brewster, C., Sparrow, P. and Vernon, G., 2007.

27. 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
Culture shock as defined by Oberg in the 1950s as precipitated by the anxiety that results from losing familiar signs and symbols of social intercourse, or how we orientate ourselves in daily life.
In order to prepare Sophia for her secondment to China from Germany we propose to analyse this in the following context.
1/ Didactic approach General cultural information FOCUSED ON PRE DEPARTURE AND EARLY IN COUNTRY EXPERIENCE.
This will be is accomplished through:
Lectures , orientation briefings case studies – basic information about country, its culture and socially acceptable norms for a woman in China.
Early in country training, potentially even more valuable (Selmer et al 1998) would consist of highlighting areas of culture difference , from within China and enabling Sophia to interact successfully with the Chinese people in all circumstances.
2/ This training is contrasted with the Experiential or cultural impact on Sophia, through pre departure seminars with Chinese people, talking to them in order to understand some of their culture and Language, and early in country actually meeting people in a social and work environment and working closely with in country mentor being introduce to the local culture. Also useful in this context to understand the foundation of Confucianism and be introduced to the Chinese religion as contrasted against the communist ideals.
In China &
sequential
Adapted from:Harzing & Ruysseveldt, 2004: 286; Caligiuri and Tarique, 2005; Caligiuri et al, 2009

28. 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.
More specifically, we can tailor Sophia’s training requirements into a selection of the following areas specifically to suit her training needs, to achieve a bespoke training plan.
1/ Area orientation briefing
How women expat managers integrate into Chinese society and culture
Understanding about the Chinese country, its history and structure
How the people work together successfully in groups .
Chinese culture over the generations, pre communism, communism and capitalist communism (contradiction in terms).
2/ Language training
Through the medium of
Online training in conjunction with tutors in order to gain an understanding of the Chinese language and a few basic phrases and sentences, supported by written documentation.
3/ Culture specific assimilator, perception of the incident or situation portrayed and then making a response which is then analysed and measured in order to understand Sophias interpretation of these situations. This can be a measure of the success with which Sophia can assimilate cultural interaction.
4/ Cultural specific reading.
Chinese specific books in order to understand more about the country itself. Some interesting material written by Tess Johnson an expat Female author who has lived in China for many years.
Adapted from: Stahl and Bjorkman, 2006

29. Bicultural communication workshops
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 & 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
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.
Experiential approach, focusing on the in country experience mid to longer term.
1/ Bicultural communication workshops.
Focusing on the interaction with the local people, enhanced by a local mentor (maybe someone in company), meeting local people and families an integrating with them (possibly in their own homes) although Chinese take some time to reach this level of intimacy.
2/ Simulation games
Simulating conflict situations in a controlled environment so Sophia can learn to deal with conflicts as they occur. Then analysing the results with the teacher/ facilitator in how these situations may be handled and comparing and contrasting with Sophias response.
3/ Case Studies
Look at situational case studies and the responses to these which Sophia would take in those situations, then analyse these results possibly within a group of expats directed by teacher (possibly Chinese). This is a more in depth follow on to pre departure case study training.
4/ Critical incident exercise.
Looking at responses to incidents , how they would respond possibly performed in a group, then analysing the results in conjunction with Chinese group undertaking the same exercise.
5/ Role play.
Specifically involving Chinese people in the role play scenario in various situations and measuring and analysing the response.
Adapted fron:Stahl and Bjorkman, 2006

30. 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
IBCT as a company who cares about the implication of all phases of expat assimilation into the culture of the secondment country offers workshops on all three phases of the expatriate process
Pre During and post assignment.
These workshops will be bespoke and delivered as per the training needs analysis in conjunction with Sophia’s specific situation. This is a “closed loop” and live process so as we discover a change in the training requirement, we can implement quickly and efficiently.
One example of the wide range of training available is the Women expats in china workshop as seen on the right.
Treatment of Women in China – How women are perceived in China and how that may differ (or be similar) to the treatment of Sophia as a German Expat Manager.
Chinese managers V foreign managers (treatment of) – expansion of the above in more detail describing how Sophia should approach and handle situations with peers, subordinates and more senior managers and customers and differences in treatment between professional and social events.
Female expatriates networking – Integrating with the business and social community and making business easier by having a relationship with the people Sophia is interacting with at any level.
Behaviours to avoid. – Possibly one of the most critical areas in order to ensure successful integration of the expatriate into the foreign culture. Many simple gestures or mannerisms can cause offence in the guest country. This session explains how and why these gestures may be misinterpreted, or insulting and Sophia will learn to avoid such incidents.
Norms and values of women in China – Looking at the position of women in China and how Sophia will have to adapt to the stereotype view of female managers, not least a plan to ascertain her credibility and status both pre and during arrival phases will be critical.
Our “Women Expats in China”
workshop
Adapted from: Vance and Yongsun., 2006

31. Long term goal evaluation Short term goal evaluation How effective
was it for all
parties?
How successful
was Sophia’s
repatriation?
Cognitive goals
On-line &
written tests
On Sophia’s
cultural
awareness
Behavioural
goals
Role-plays for
communication
skills & adjusted
behaviour
Affective goals
Interviews to
Check how
Chinese
culture affected
Her emotions
What shall we keep?
What shall we change?
Adapted from: Caligiuri and Tarique, 2005; Caligiuri et al, 2009

32. To conclude:
Benefits to Speedline in adopting this comprehensive training and mentoring programme
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
To analyse the benefits of the training programme requirements as defined in our needs analysis, the benefits to both Sophia and corporate Speedline include:
Increased motivation – By comprehensive preparation and training in relative areas of cross cultural awareness, Sophia will feel more comfortable, and hence motivated in her role in China.
Self awareness – Awareness of her surroundings and culture of the host nation will allow integration and acceptance within Chinese society.
Confidence building – Prior and on going preparation, and comprehensive training plan will allow Sophia to approach professional and social occasions in a confident and successful manner.
Relationship building – Relationship building and networking are two of the most important business development and social methods of integration with beneficial outcomes. Sophia will learn how to deal with and build successful relationships within China with peer support and guidance of a mentor.
Building trust and understanding – Trust and understanding can only develop over time, therefore the proactive and long term approach to training requirements is just as critical.
Adopting creative strategies – By bringing German culture to China, and with the required intercultural training this will allow Sophia to develop business strategies specific to China which her native colleagues may not have considered.
Increased people skills - By adopting the IBCT training plan Sophia will increase her general people skills on an international basis and therefor increase her value to Speedline, transferrable skills to any future assignment.
Developed communication skills – Good cross cultural communications is a necessary prerequisite in business generally, and in the case of Sophia’s secondment, even more critical in terms of cross cultural working relationships.
Overcome cultural challenges – Overcoming cultural challenges can be one of the biggest hurdles to successful expatriation, and there is no guarantee of success due to culture shock etc. But IBCT s training and assessment programme will ensure that she is suitable and prepared for the challenges to come.
Adapted from: Caligiuri and Tarique,
2005; Caligiuri et al, 2009

33. Thank you!
Any questions?

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