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Intercultural Management. Cases for Asia Pacific

Date post: 14-Nov-2014
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How to deal with cultural shock in the workplace? Prepared by Eustachy Bielecki National Chengchi University 2014, Taiwan ROC
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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 Blundell National Chengchi University Taiwan, 2014
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Page 1: Intercultural Management. Cases for Asia Pacific

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

Page 2: Intercultural Management. Cases for Asia Pacific

✓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?

Page 3: Intercultural Management. Cases for Asia Pacific

Culture in Business

Page 4: Intercultural Management. Cases for Asia Pacific

Intercultural Management in Business. Cases of Asia Pacific

Page 5: Intercultural Management. Cases for Asia Pacific

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

Page 7: Intercultural Management. Cases for Asia Pacific

COMMUNICATION PROCESS

Cultural Background

Page 8: Intercultural Management. Cases for Asia Pacific

Cultural Misunderstanding = Noise

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2 MAIN CULTURES = MANY DIFFERENT RESPONSES

Page 11: Intercultural Management. Cases for Asia Pacific
Page 12: Intercultural Management. Cases for Asia Pacific
Page 13: Intercultural Management. Cases for Asia Pacific

MONEY…

Page 14: Intercultural Management. Cases for Asia Pacific

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

Page 15: Intercultural Management. Cases for Asia Pacific

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

Page 16: Intercultural Management. Cases for Asia Pacific

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.

Page 17: Intercultural Management. Cases for Asia Pacific

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..

Page 18: Intercultural Management. Cases for Asia Pacific

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.

Page 19: Intercultural Management. Cases for Asia Pacific

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.

Page 20: Intercultural Management. Cases for Asia Pacific

DO IMMIGRANTS HAVE TO IDENTIFY WITH HOST COUNTRY

CULTURAL VALUES?

Page 21: Intercultural Management. Cases for Asia Pacific

RUEYLING TZENG’SRESEARCH

36 Westerners working for

25 Taiwanese companies and

29 Taiwanese employees and managers

Page 22: Intercultural Management. Cases for Asia Pacific

WHY WESTENERS ARE HIRED BY ASIAN COMAPNIES?

Page 23: Intercultural Management. Cases for Asia Pacific

English competency

Positive corporate and professional image

Cultural knowledge

Personal networks

Foreign customers' prefferences 

“White face”

Page 24: Intercultural Management. Cases for Asia Pacific

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

Page 26: Intercultural Management. Cases for Asia Pacific

MARKETING DIFFERENCES?

Page 27: Intercultural Management. Cases for Asia Pacific

Little or no knowlege about marketing

Marketing departments are undersized or underused

Product development

Negotiation process

Undercapitalized and unwilling to risk resources on

advertising

Page 28: Intercultural Management. Cases for Asia Pacific

MANAGEMENT DIFFERENCES?

Page 29: Intercultural Management. Cases for Asia Pacific

Poor „team players”

Passive co-workers

Difficulty of building teams

Concepts of guanxi “personal relationships”

and mian-zi “face”

Page 30: Intercultural Management. Cases for Asia Pacific

WESTENERS’ EXPERIENCES

Page 31: Intercultural Management. Cases for Asia Pacific

Lower salaries

Western friends

No long-term career plans

Chaos and disorganization

Page 32: Intercultural Management. Cases for Asia Pacific

FOURFOLD MODEL

Assimilation

Separation

Integration

Marginalization

Page 33: Intercultural Management. Cases for Asia Pacific

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

Page 34: Intercultural Management. Cases for Asia Pacific

Xie Xie


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