Cross Cultural Management Global culture & values Communication/language Diversity Organisation

1700s clashes of ings 1!00s clashes of "eo"les/nations 1#00s clashes of i$eologies %000s clashes of civili&ations 'he (est an$ the )est 1#%0 coloni&ation of "ractically the *hole *orl$ Col$ (ar 1#+0s ,astern -loc vs (estern -loc communism vs ca"italism (orl$ of Civili&ations 1##0s on*ar$s .umerous civili&ations 1/! (estern & ,uro"e 0nglo/sa1on 2atin 0merica 3slamic 4in$u Confucian 5a"anese 6lavic 0frica (hy $o *e thin an$ act $ifferently7 4o* shoul$ that change the *ay *e communicate7 Demogra"hic 0ging "o"ulation Migration 6ocial ,$ucation Gen$er e8uality 4uman rights ,m"loyment 'echnology / innovation Digital 3nformation & o*nershi" 3nternet -iotech Green research O"en 6ource 'elecommunications 6"ace Games an$ ,ntertainment Military .avigation systems G96

.e* energy .ano tech 6ecurity: criminality: "iracy & surveillance 4ealth tech Genetic engineering Online e$ucation )obots ,commerce 4o* *ill tech mo$ify behaviour7 Cross national business *ill $ouble every 10 years ;irtual communication collaboration Generation & e$ucation "atterns

6ervices are technology $riven -oss< =3 nee$ > hours *or before tomorro* morning at en$ of $ay? German< =3 can@t $o that? ,nglish< =4mmm: that@s very interesting? 0merican< =Aou gotta be i$$ing? Brench< =3 $on@t see the logic of that? 3talian< =2et@s go 3 *ill call you bac an$ tell you later? 6*e$ish< =2et@s arrange a meeting? 5a"anese< =3 agree? Binnish< =CC? 0rabic< =3nshallahC? 3n$ia< =hmmm: 3@ll try to $o itC? China< =2et@s thin about itCC? )ussia< =(hy are you as ing that to me? Me1ican< =Oh shit: no no? 3n the DE</ What is said 4mC 3nteresting i$ea Aou coul$ say that (e must have a meeting about it (e shall consi$er it 3@m not 8uite *ith you on that one 3 agree: u" to a "oint What is meant (hat a stu"i$ suggestion 3 *oul$n@t Borget it (e *on@t $o it 'hat is totally unacce"table 3 $isagree

'here is a $iscre"ancy bet*een *hat *e say an$ *hat *e $o 'he ey is un$erstan$ing but you shoul$ also a$a"t

Cross Cultural Comms Easy Conflict resolutions )estoring trust after conflict Favoi$ $iscussing MothersG Eee" communications sim"le 2ess li ely to have $isagreements from Chinese Mutual un$erstan$ing of relate$ technologies es"ecially manufacturing ,asier if 3talians are managing Chinese Monochronic 'ime F0nglo 6a1onsG / / / / / Cloc 'ime 0""ointment time 6egmente$ time 'as /oriente$ time 0chievement tem"os Difficult -uil$ing trust relationshi"s 2anguage inter"reting meaning 9oliteness Difficulties $iscussing com"le1 issues Cultural symbols are $iverse 9ri$e har$er if Chinese are managing 3talians (or ing life balance e1"ectations 9olychronic time Feveryone elseG / 6ituational time / Ble1time / 6imultaneous activites / )elationshi"/oriente$ "ers"ective / ,1"eriential 'em"os 2o* Conte1t / 6horter relationshi"s / 2ess $e"en$ent on conte1t / (ritten agreements / )ule oriente$ / One "erson s"ea s at a time Direct Comms / Bocus on tas / Message is e1"licit / Aes means may be or no / Main message is verbal / Conflict an$ confrontation Hhealthy

4igh Conte1t / 2ong/lasting relationshi"s / ,1"loiting conte1t / .on/verbal language / 3nsi$ers/outsi$ers $istinguishe$ / 6everal "eo"le s"ea at once 3n$irect Comms / Maintain relationshi"s / Message is im"licit / Aes means may be / 9art of the message is non/verbal / 6tress is on the conflict avoi$ance 'he Dutch are the most $irect comms

Most monochronic are $irect an$ lo* conte1tCC DE is unusual: it is monochonic an$ lo* conte1t: but it is in$irect

Cross Cultural Management 1C %C IC JC / / / / / / / / / / / / / / / / / / / / / / / / / / / / / Global cluster of values initial "art of CC -ehaviour Communication Management Organisation Dn$erstan$ )ealise Conscious of $ifferences Cross/cultural manager 2ocal foreign country effort 0$a"tation Convergence 'hrough Manager 'eam Member 1st im"ortance is to $eco$e (hat to $o about it is $e"en$ent on the Conte1t (ith a Boreign Manager: it is a $ifferent e1"erience to *hen there is a foreign team member (ith a foreign team member: it is the res"onsibility of the manager to coach the team member 'o s"en$ more time integrating the "erson into the team 'o ma e sure that the "erson is a*are of the im"ortance of being on time Aou have a tas to "re"are for the meeting On conte1t *here there is a foreign manager for a local team: the manager has to learn to a$a"t 3f there is a foreign team member: they have + months to learn to a$a"t 0 Columbian manager in Germany has to a$a"t to Germany 0 Columbian team member in Germany has to learn to turn u" on time Don@t tal about hours: tal about time frames (e@ll meet bet*een 10<00 10<I0 Ble1ible timeframes Coach to e$ucate the "eo"le to be on time 3n some countries it is not so easyC (hat is im"ortant for me 0$a"t your management style to the "ur"ose Coach to*ar$s "rogressive management Conte1t 0 Boreign Manager: local team )es"onsibility< 0$a"t yourself to the country Conte1t - 2ocal Manager: Boreign 'eam )es"onsibility< coach the team to integrative Conte1t C Multi/cultural teamC DE Manager *ith Columbia: 3taly: 5a"an: DE team 'his is convergence an$ fle1ibility 9rogressively coach the team an$ e1"lain: $iscuss: share: etc: etc -ring together an alignment an$ a goo$ metho$ to *or together 3t is al*ays a "ermanent Kob team*or is al*ays a little bit erratic Aou have a "ermanent res"onsibility to hel" the team to $evelo" an$ "erform a certain tas

/ / / / / / / / / / / / / /

3f everyone has fle1ibility: you have to be fle1ible 9erha"s the 3talian guy is creative: an$ you nee$ to e1"lain to the 5a"anese guy that it is beneficial to the team an$ cultural $iversity is a goo$ thing 0ll team members shoul$ acce"t to give/u" in some country behaviour ,1"lain the nee$s Managers are there to ensure that the team is "ro$ucing the best results for the com"anyC 'here are several *ays to be a goo$ managerC =6uccessful? is a very in$ivi$ualistic value Birst "oint Ble1ibility 6econ$ "oint aG / Deco$e 6econ$ "oint bG (illingness to give u" some country behaviour 'hir$ "oint Convergence of the team a clear $irection O"en the game *ith fle1ibility Deco$e an$ un$erstan$ ,1"lain *hat@s going on an$ mo$ify their behaviour a$a"tability -uil$ a ne* team $irection bring together the clear $istinction

,1"lain the management style of the country FChinaG Outline the issue to manage *ithin another country FGermanyGC I ey "oints about management style of the country I ey issues of managing Germany I Eey 9oints / O*ner HH managers centralise$ $ecision ma ing / Bamily relations rather than e1ternal managers / Confucian i$eas of thrift: "atience an$ "ersistence I Eey 9oints =Germans sim"ly $o not have a very strong conce"t of management? / China 4igh 9D German 2o* 9D 9otential source of conflict / )evise autocratic style: recognise that face saving is not a""ro"riate 2everage German $isci"line: har$ *or an$ "unctuality / China 4igh collectivistic German high 3n$ivi$ualistic lo* levels of e1"ecte$ acce"tance of i$eas -e more o"en to $ialogue in meetings: recognise meritocratic attitu$es "otential convergence over har$ *or ethic / China 4igh 2ong/termism German short/termism Chinese future orientation: "atience an$ *illingness to *or for future benefits may conflict *ith German e1"ectation of "resent 8uality of life: an$ res"ect for social obligations an$ tra$itions May nee$ to be more short/term tas an$ milestone focuse$ to a$a"t an$ motivate the team to achieve convergence

4ofste$e@s 3s everything the same 1> years later7 9robably not 4aving sai$ that Masculinity / 2ive to *or / Men assertive an$ $ecisive / Men are $ominant in society / 9erformance an$ com"etition $riven / Money: material: tas s: an$ obKects Bemininity / *or to live / (omen are nurturing / use intuition an$ strive J consensus / 6ocial environment is ey value / e8uality: soli$arity: etc: etc

Bons 'rom"enaars affective versus netural 0ffective / subKective / )eveal thoughts an$ feelings / 'rans"arency an$ e1"ressiveness / ,motion flo* easily / 'ouching: gesturing / 6tatement $eclaime$ fluently .eutral ObKective / Do not reveal *hat they are thin ing / may acci$entally reveal tension / ,motions often bottle$ u" / Cool an$ self/"ossesse$ con$uct / 9hysical contact are often taboo

3n China: they have a lot of emotion: but (esterners $o not necessarily recognise the issue of Chinese emotion an$ sharing relationshi"s bet*een "eo"le 3n China: you $on@t see the emotions: but there are lots of them Open Expression of Emotions and Feelings (Show) Degree to which Lower Higher emotions are Lower 6*it&erlan$ D6 shared Higher China 0rabic: 2atin 0mericans ,motional 3ntelligence Goleman %1st Century *ay of loo ing at the *orl$ ,motion is a frien$: *hilst before: emotion *as an enemy Managing emotions ,valuate the situation on the basis of emotions Dncertainty 0voi$ance 4igh / Dncertainty not goo$ / 4igher an1iety an$ stress / 9o*er is more centralise$ / 0ggressive behaviour not tolerate$ / -elief is "lace$ in e1"erts Dncertainty 0voi$ance 2o* / Dncertainty is more acce"te$ / Ble1ibility is ey / Decentralise$ "o*er / 0ggressive behaviour acce"te$ / Deviation not threatening / 2ess nationalistic / -elief in generalists an$ cmn sense 3n$ivi$ualism / 9rime orientation to the self / 9ersonal achievement / 3n$e"en$ence: in$ivi$ual initiative 9o*er Distance 2o* / 3ne8ualities shoul$ be minimise$

Collectivism / 9rime orientation to common goals / 9ersonal i$entity is base$ on gr"s / ,1"ertise: or$er: $uty by orgC 9o*er Distance 4igh / 3ne8ualities are stresse$

/ Be* in$e"en$ent "eo"le / 6u"eriors not accessible / ,m"loyees more subor$inate / 6trong hierarchies / Dn$er$og is to blame 4ierarchical 6ocieties

/ ,veryone in$e"en$ent / 6u"eriors accessible / 3n$ivi$ual free$oms / (ea hierarchies / 6ystem to blame

4ighly hierarchical /////////////////////////////////////////////////////// Blat hierarchy 0rabic 3n$ia/China 2atin 0merica 0nglo/6a1on 'itle & )eligion 6eniority 9erformance & )elationshi" 9erformance 0scri"tion vs 0chievement 'rom"enar$ 0scri"tion F(ho you areG / ,1tensive use of titles / )es"ect ol$er as su"erior Bormal vs 3nformal )ichar$ 2e*is Mo$el 0 / Multiactive "eo"le - / 2inear 0ctive 9eo"le C )eactive 9eo"le 0 Multiactive *arm: emotional: lo8uacious: im"ulsive F4is"anic 0merica: 0rgentina: ChileG - 2inear Col$: calculating FD6: DE: Germany: 6*it&erlan$G C )eacters com"romisers FChina: ;ietnam: 5a"an: 'ai*anG Di ersity !rofile ,motions / Masculinity/Beminity / 0ffective/neutral / 6"ecific/Diffuse/6hare / ,motion sho*/control Management / Eey criterion for managing $ifferent ty"es</ 'eam 0 )ecognition/base$ / Manage 6hare: $iscuss: "artici"ate / Motivate 6ocialising "ulti#acti e $people first% 6haring Masculinity 0ffective Diffuse/6hare 6ho* 0chievement / titles only relevant to com"etence / )es"ect for su"eriors on "erforman

Get involve$ 6ocial )ecognition 'eam - 9erformance/base$ / Manage 6"ecific tas s )ational Clear goals 0utonomy / Motivate 3n$ivi$ual recognition 6hort *ins

'eam C -elonging & seniority / Manage Bormal 6tructure )es"ect "rotocol / Motivation 'eam buil$ing an$ listening Grou" recognition Co/o"erating -elonging

Cross/cultural Communications Clusters: cultures: "atterns: management 0rabic countries .e"otism / 9yrami$al organisation China Consensus & state $irection / Consensus is highly value$ / Com"any is controlle$ $irectly or in$irectly by the state / )eal management is often invisible / ,merging *ith re"utation of com"etency Brance 0utocratic / 0uthority centere$ aroun$ the C,O / =Gran$es ecoles? & theory $omination / Consultative but $ecision are in$ivi$ualistic an$ to"/$o*n 4is"anic 0merica 9aternalist coercive / Centric on main "olitical figure of the com"any / .e"otism is common lin *ith o"en mani"ulation / 9aternalism is another form of cor"orate management 5a"an )ingi/sho

/ / /

5a"an organi&ation have great "o*er in conformity *ith Confucian hierarchy 9olicies are conveye$ to mi$$le managers 3$eas often originate from the sho" floor Fbottom/u"G

)ussia Devious / 9rofoun$ changes after $emise of D66) / Boun$e$ on bureaucratic an$ a"athy DE 0$a"tive / 6ome "ersistence of class $istance: not entirely autocratic / Casual manager sits outsi$e the ring of o"erational manager / Close contact *ith staff for effective su"ervision *ithout interfering D60 6tructure$ 'o"/$o*n an$ bottom/u" / 9yrami$al *ith seniors $riving an$ ins"iring "eo"le un$er them / 0mericans are allo*e$ to ma e in$ivi$ual $ecisions *ithin the frame*or of the com"any / 6elf/autonomous managers buil$ team an$ casca$e / Great management mobility *ith some little tolerance if they $o not achieve results