Welcome

1. Welcome

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

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. International Bespoke Cross Cultural Training: • 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 Contact details: Head office: 596 Swallow Place, Mayfair, London. http://www.IBCT.COM

5. 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 Philip R. Harris and Robert Moran, Managing Cultural Differences

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 and values – key to the success of our new operations in Japan” Shearman & Sterling: Working successfully across cultures De Beers: Working successfully with the Japanese “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

7. MEET THE TEAM – our credentials 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 GorakPsy.DSpecialists 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 ensuremaximum reward for all stakeholders in international assignments.

8. Today’s agenda • 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. Ready ? Let’s begin !

10. General information Guangzhou -CHINA Source: Former et al, 2010; Miller, 2010

11. Cross-cultural Analysis Hofstede: culture is the “software of the mind” Source: Hofstede, 2011

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

13. Germany China Trompenaars Germany China Edward Hall Source: Broda, 2011: Forbes, 2011; Geng, 2010; Hutchings, 2004; Gesteland, 2005.Hutchings et al, 2004; International Business Culture; 2011Luthans, F., and Doh, J., 2009; Medlock Method, 2011

15. Business Practice Differences GERMANY CHINA Source: Gibson, 2010; Kwintessential, 2011; Lau, 2007; Selmer, 2005; Wang, 2011

16. Female managers China Germany Source: Gunkel et al, 2007; Krieg, 2006

17. 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. • . Source: Bing 2010; Burke, ; Castle, 2008; Chen and Partington, 2003; Dereksy, 2011; Hodgetts et al, 2006; Kwintessential, 2011; Sartor, 2007; WorldBusinessCulture.com, 2011

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

19. Training Programme – Introduction “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)” IBCT, 1990 “Failure can cause – Damage to company and company's Global image.” ? Option 2 Black and Medenhall, 1990 Evans, 2002 “Estimated cost of a three year assignment = $ 1 MILLION” “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.” Brewster, 2001 New York Times

20. Training Programme – Introduction Option 3 ???? 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) IBCT – A little cultural knowledge goes a long way 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)

21. Training Programme – Aims and Objectives Source: Harzing & Ruysseveldt, 2004: 286

22. 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

23. Training Programme – Phase 2 -Determine training needs “In the case of female expatriates cultural and GENDER differences must be understood” – Calliguri,P. and Cascio W,F The Individual Expatriate Analysis : Defining the individual in regards to their needs, expectations and current abilities. Also their age, sex and personality traits. Analysis of... • 1. Personality Characteristics • Flexibility and Openness • Intercultural Abilities • Communication Style • Cross Cultural Awareness • Acceptance of Cultural Differences • Also family needs (where applicable) • 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.

24. 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 Measurement Methods Personal Tutoring Online tests Longterm In person interviews/ Phone interviews • Expected outcome of the assignment • Completion • Increased performance of the organisation • Confidence for future international assignments • Individual level • Personal satisfaction • Personal betterment • Increased confidence Performance appraisal Company performance

25. 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)

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

27. Training Programme – Beneficial outcome and conclusions xxxx xxx xxx xxx

28. Thank you! Any questions?