Transcript PRESENTATION_IM.compiled

CROSS CULTURAL TRAINING
IM CONSULTANTS
With you today:
Ian Haskett
Monica Chudy
Njazi Zyberaj
Candice Clements
Amy Gurney
Shannon McCallam
IM Consultants
• Who we are.
We are IM Consultants Based in Bournemouth with twenty
years experience in cross cultural training. We cover Europe,
China Japan and India.
• What we do.
We offer bespoke cross cultural training packages. Designing
and delivering training seminars and consultancy
programmes to corporate and public organisations.
We asses our clients needs through initial meetings and make
detailed proposals based on the specific requirements
identified
Overview of the assignment
• Karen Jenkins, TOPSHOP
• Brief profile / biography of the manager
• Karen Jenkins has a background in Buying and procurement
for Marks and Spencers where she had an indirect link with
the buyer for Malaysia and The Philippines. Four years ago
she started working for Topshop as a senior buyer and has
been promoted to Buying manager for the Japanese stores.
• Brief overview of the assignment
• The new role is Buying Manager for the recently formed
franchises of Topshop in Japan.
Cross-Cultural Profiles: Japan & UK
Time focus
Japan: polychronic society; time is flexible and fluid, activities less structured; multi-tasking-tend to do many things at
the same time; building a long-term relationship is a priority of most Japanese businesses
UK: monochronic society; time is inflexible, time is tangible, activities are structured and scheduled in a linear fashion;
tend to do one thing at a time; control systems involving strict timetabling/deadlines
Power culture
Japan: high power distance; organisational structure is strict & hierarchical; everyone has a distinct place in the
hierarchy in a social or business situation; practice of lifetime employment
UK: flatter and less bureaucratic approach; less adherence to hierarchy with more impact to get work done effectively
and efficiently; ideas of ‘jobs for life’ overtaken by change in work patterns and prospects
Time Orientation
Japan: past and long-time future oriented; business engagements require long-term commitment and focus on longterm benefits
UK: present and short-time future oriented; determined to achieve short-term goals and objectives rather than
developing objectives in the long-term context or through long time cooperation
Polychronic
5
Doing
4
Future
3
2
High-context
1
Competitive
Hierarchy
Collectivism
Public
Source: Browaeys & Price, Understanding Cross-cultural Management ,1st Edition. Pearson education 2009
japan
UK
Cross-Cultural Profiles: Japan & UK
Structure
Japan: Collectivistic culture-interests of the group prevails over individual; strong sense of belonging to a group
UK: High Individualistic culture- ‘I’ predominates over ‘We’; promotes individual goals, initiative and achievement
Communication
Japan: high context culture; indirect and implicit messages; less written and formal information; much nonverbal communication
UK: low context culture; direct, simple and clear messages; value straightforward, concise and efficient communication; more
focus on verbal communication than body language
Women in Business
Japan: high masculine-oriented culture; largely equal footing with men in terms of legal rights however, some companies retain
very traditional views; average annual income stands at around half of the male level
UK: women make up large percentage of the workforce- almost 50%; still paid less for performing the same tasks as male
colleagues; more frequently found in managerial positions than in most other European countries
Polychronic
5
Doing
4
Future
3
2
High-context
1
Competitive
Hierarchy
Collectivism
Public
Source: Browaeys & Price, Understanding Cross-cultural Management ,1st Edition. Pearson education 2009
japan
UK
Tasks & Challenges Facing the Buying manager
Leadership & task
distribution
-Different leadership style
-Communication (different language,
unspoken communication)
-Hierarchy organisational structure
with strong emphasis on status
(gender, age)
-Little work/life balance
Negotiations
Recruitment & training
- Recruiting process
-People expect continued
employment and training
-Emphasis on group work and team
building
Buying
Manager
Institutional environment
-Labour and other legislations
- Unions & collective bargaining
-Trade regulations
-Healthcare & education systems
-In Japan could be lengthy process
-Focus on long-term relationship
-In High-context culture much of
information is implicit and indirect
-’saving face’ is important
for the Japanese
-Punctuality is very important
Performance management
& compensations
-Informal check of performance
-Seniority-based pay
-Fixed compensation packages
-group reward rather individual
Training Objectives
Short term objectives:
• Awareness: expectations and realities of working overseas
• Cultural understanding: behaviour patterns inside and outside the business
environment
• Language skills: a basic working knowledget of business Japanese
• Communication: effective conversation, meeting etiquette and negotiation skills
Long term objectives:
• Outcome of assignment?
Proposed Training Program
Measuring Our Success
Timings and Costs
Any questions?