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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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  • 1. 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

2. New Experience Professional and personal development New Culture Travel New Friends Why we ended up abroad? Cultural Shock I dont understand them Whats Your problem? Where is my fav. burger? 3. Culture in Business 4. Intercultural Management in Business. Cases of Asia Pacific 5. 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 6. Culture Ads HSBC 7. COMMUNICATION PROCESS Cultural Background 8. Cultural Misunderstanding = Noise 9. 2 MAIN CULTURES = MANY DIFFERENT RESPONSES 10. MONEY 11. IDEAL INTERCULTURAL COMMUNICATION 1. Expatriate and host feel good about the interaction 2. The task is completed successful 3. Expatriate doesnt suffer from psychological problems 12. 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 13. AUTHORITY Case: 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 company Explanation: legitimacy of a consultants reputation are more important, than the merits of recommendatioms. 14. 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 productivity Problem: 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.. 15. ROLE OF GOVERNMENT Case: Swedish Mobile Company in Pakistan wants to develop its 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. 16. ROLE OF WOMAN Case: Female Manager in Sri Lanka introduces development program for female 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. 17. DO IMMIGRANTS HAVE TO IDENTIFY WITH HOST COUNTRY CULTURAL VALUES? 18. RUEYLING TZENGS RESEARCH 36 Westerners working for 25 Taiwanese companies and 29 Taiwanese employees and managers 19. WHY WESTENERS ARE HIRED BY ASIAN COMAPNIES? 20. English competency Positive corporate and professional image Cultural knowledge Personal networks Foreign customers' prefferences White face 21. WHY WESTENERS WANT TO WORK IN ASIA? 22. 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 23. MARKETING DIFFERENCES? 24. Little or no knowlege about marketing Marketing departments are undersized or underused Product development Negotiation process Undercapitalized and unwilling to risk resources on advertising 25. MANAGEMENT DIFFERENCES? 26. Poor team players Passive co-workers Difficulty of building teams Concepts of guanxi personal relationships and mian-zi face 27. WESTENERS EXPERIENCES 28. Lower salaries Western friends No long-term career plans Chaos and disorganization 29. FOURFOLD MODEL Assimilation Separation Integration Marginalization 30. 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 31. Xie Xie

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