intercultural management. cases for asia pacific
DESCRIPTION
How to deal with cultural shock in the workplace? Prepared by Eustachy Bielecki National Chengchi University 2014, Taiwan ROCTRANSCRIPT
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INTERCULTURAL MANAGEMENT IN BUSINESS ENVIRONMENT. CASES FOR ASIA PACIFIC
WHAT DO YOU ACTUALLY MEAN, LI?
YEVSTAKHIY BILETSKYY
DARIA KWIATKOWSKA
Cultural History of Asia Pacific, prof. David BlundellNational Chengchi University Taiwan, 2014
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✓New Experience
Professional and personal development
New Culture
Travel
New Friends
Why we ended up abroad?
✗Cultural Shock
I don’t understand them
What’s Your problem?
Where is my fav. burger?
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Culture in Business
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Intercultural Management in Business. Cases of Asia Pacific
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WITHIN NEXT 30 MIN…
How to understand and translate cultural cues?
Impact of the culture on the business
Case Studies
Intercultural Trainings, Acculturation and Satisfaction in the globalized workplace
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COMMUNICATION PROCESS
Cultural Background
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Cultural Misunderstanding = Noise
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2 MAIN CULTURES = MANY DIFFERENT RESPONSES
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MONEY…
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IDEAL INTERCULTURALCOMMUNICATION
1. Expatriate and host feel good
about the interaction
2. The task is completed successful
3. Expatriate doesn’t suffer from
psychological problems
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MOTIVATION
Case: Canadian Manager wants to motivate malaysian employees with a domestic career development program
Problem: Employees are unsatisfied.
Explanation: Economic incentives are still being the most effective tools in motivating people from developing countries
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AUTHORITYCase: French producer of wood in Buthan looking for third-party advisor in the intercultural management.Problem: Managers from Buthan accept only consultancy from well-known companyExplanation: legitimacy of a consultants reputation are more important, than the merits of recommendatioms.
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INNOVATION
Case: UK managers suggest for their joint venture in Nepal to give more freedom to their domestic managers in order to reach higher level of productivityProblem: CEO from Nepal rejected idea due to the high cost of new monitoring mechanism (innovation)Explanation: In developing countries innovative thinking is less valued because it causes costs..
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ROLE OF GOVERNMENT
Case: Swedish Mobile Company in Pakistan wants to develop it’s business independently.Problem: Local partners prefer to rely on subsides of the Government.Solution: Developing economies tend to take central planning model to coordinate economic activities.
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ROLE OF WOMAN
Case: Female Manager in Sri Lanka introduces development program forfemale employees.Problem: Opposition from local Managers.Explanation: In developed economies business often leads a social movement. For developing countries it seems strange that the workplace has become a forum for social initiatives.
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DO IMMIGRANTS HAVE TO IDENTIFY WITH HOST COUNTRY
CULTURAL VALUES?
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RUEYLING TZENG’SRESEARCH
36 Westerners working for
25 Taiwanese companies and
29 Taiwanese employees and managers
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WHY WESTENERS ARE HIRED BY ASIAN COMAPNIES?
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English competency
Positive corporate and professional image
Cultural knowledge
Personal networks
Foreign customers' prefferences
“White face”
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WHY WESTENERS WANT TO WORK IN ASIA?
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”Land of opportunity”
Willingness to work and interact with local residents
Desire to live in culturally distinct society
Learning Chinese
Working and living in big city
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MARKETING DIFFERENCES?
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Little or no knowlege about marketing
Marketing departments are undersized or underused
Product development
Negotiation process
Undercapitalized and unwilling to risk resources on
advertising
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MANAGEMENT DIFFERENCES?
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Poor „team players”
Passive co-workers
Difficulty of building teams
Concepts of guanxi “personal relationships”
and mian-zi “face”
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WESTENERS’ EXPERIENCES
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Lower salaries
Western friends
No long-term career plans
Chaos and disorganization
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FOURFOLD MODEL
Assimilation
Separation
Integration
Marginalization
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SOLUTIONS?
EXCELL
Program for Excellence in Cultural Experiental Learning and Leadership
strategic cross-cultural training program designed to extend immigrant key sociocultural competencies for attaining career and educational success
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Xie Xie