Welcome

“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 THE GRABBER

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 BBCT’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 BCCT to ensure your candidate has the best possible advantage during her stay in China – benefitting her, Speedline, and your Chinese partners & customers. WHAT’S IN IT FOR THE AUDIENCE

Founded in 1990 We are the largest team in industry, specialising on managing multinational challenges We have 160 dedicated members, including 30 Senior Consultant Specialists We aim to raise awareness of participants’ cultural bias in their own way of working We assist both the private and public sector and hold a large portfolio of MNCs We provide tools to people understand, recognise and respect cultural differences. 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 Head office: 596 Swallow Place, Mayfair, London.

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 “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

Ashurst: Developing Employees for International Success “ 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 “ 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 “ 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” De Beers: Working successfully with the Japanese “ 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 “IBCT’s training was particularly interactive and provided our teams with an insight into cultual differences and how to maximise cross cultural relationships” Shearman & Sterling: Working successfully across cultures “IBCT’s training was particularly interactive and provided our teams with an insight into cultual differences and how to maximise cross cultural relationships”

Business Strategy & Development Managers Dr. Lisa Skipton and Liz Cherry, MBA. Working with small, medium-sized and large businesses, Lisa and Liz’s wealth of knowledge and experience lies in strategic planning, change management and organisational development. Lisa and Liz are “hunters” for business and excel in bringing multi-nationals together for mutual benefit and growth in fiercely competitive markets. Cross Cultural Analysis Consultants – Helen Kellaway Ph.D, and Anna Gorak Psy.D Specialists in cross-cultural analysis and communication, Helen and Anna provide a wide scope of resources and communication techniques to bridge gaps between different cultural styles, behaviours and values. We see their service as the core “glue” of any international company – vital in today’s world of divergence. Cross-Cultural Training Programme Managers - George Ritchie MSc and Chris Davis PhD Through assessment of company and individual needs, George and Chris are the “farmers” of our business, nurturing the crops. They are responsible for the design and delivery of bespoke and integrated training programmes to ensure maximum reward for all stakeholders in international assignments.

To thank you for this exciting opportunity Explain the cultural differences between Germany and China what challenges your German candidate may face when she works in China Outline the cross-cultural training scheme we would provide if we win this contract. We are here today to:

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. Our top 10 coping strategies for your candidate. Then Part C agenda…… Our bespoke training plan Our methods and timing….. etc etc.

If you are ready – let’s begin

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

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

Hofstede Source: French, 2010; Hofstede, 2011; Kohun et al, 2007, Luthans and Doh, 2009.

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, Low Uncertainty Avoidance

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

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

Source: Gunkel et al, 2007; Krieg, 2006

1.Have patience. 2.Do not under estimate the importance of “Guan xi” - use group members to introduce yourself to others. 3.Show modest behaviour and respect to elders - “saving face” is considered more important than the truth. 4.Ask senior management to make announcements to groups. 5.Enthuse how the overall group can benefit from change. 6.Do not single members out, group harmony is key. 7.Be explicit with your instructions and check understanding. 8. Anticipate others are likely to invade your space. 9.Do not take offence if colleagues seek decisions from males Source: Bing 2010; Burke, ; Castle, 2008; Chen and Partington, 2003; Dereksy, 2011; Hodgetts et al, 2006; Kwintessential, 2011; Sartor, 2007; WorldBusinessCulture.com, 2011.

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)

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

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

Training Programme – Phase 2 (Determine training needs) Training Programme – Phase 2 (Determine training needs) Organisational analysis CCT Organisational review Expatriate analysis Intercultural communications style Assignment analysis Knowledge and skill requirements specification

Training Programme – Phase 3 (Goals and measures) Training Programme – Phase 3 (Goals and measures) Short term Accomplishments at end of CCT programme. Long term Expected outcome of the assignment.

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)

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

Training Programme – Beneficial outcome and conclusions xxxx xxx

Thank you! Any questions?