Your SlideShare is downloading. ×
Culture Shock: Managing People Across Continents
Culture Shock: Managing People Across Continents
Culture Shock: Managing People Across Continents
Culture Shock: Managing People Across Continents
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Culture Shock: Managing People Across Continents

481

Published on

Published in: Spiritual, Travel
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
481
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
15
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Potentially make the font larger
  • Add examples regarding Starbucks, VW, NIKE
  • Social Orientation: Example compensation of sales US vs. KoreaPower Orientation: KAL pilots, negotiation participants, shopfloorUncertainty Orientation: Swissair 111, 1998Goal Orientation: Sweden work ethics/cultureTime Orientation:
  • MiscommunicationMisunderstandings Ineffective management stylesNot listeningFalse expectationsUnrealistic/changing goalsConflicting goalsAvoidance of conflictEver notice that with a really angry person, even if you can "fix" the problem, the person still acts in angry or nasty ways? Why is that? Well, actually angry customers want several things. Yes, they want the problem fixed, but they also want to BE HEARD, TO BE LISTENED TO, and to have their upset and emotional state recognized and acknowledged.What most employees do with angry customers is move immediately to solve the problem without giving that acknowledgment. Do you know what happens? The customer is so angry that he or she isn't prepared to work to solve the problem, doesn't listen, and gets in the way of solving the problem. So the number one error is moving to solve the problem before the customer is "ready", or calm enough to work with the employee. The result is the employee has to repeat things over and over (since the customer didn't hear), and has to ask the same questions over and over. And that's what drives people nuts.
  • Careful not to “wallow” in your customer’s misfortuneWe don’t need a second victim
  • This maybe done with or without the customer– you may have to go through the process on your own or with your team to determine how to approach the situationCreate culture of honesty like creating healthy balance sheets is an ongoing effortSupport reflective back talk
  • Transcript

    • 1. Presentation Here 10:55 am
    • 2. Culture Process Behavior Social Interaction Religion Rules History Philosophy Language EtiquetteEnvironmentalInfrastructure www.ThePersimmonGroup.com
    • 3. Cultural Dimensions Individualism Social Orientation Collectivism Power Respect Power Orientation Power Tolerance Uncertainty Uncertainty Uncertainty Orientation Acceptance Avoidance Aggressive Goal Orientation Passive Long-Term Time Orientation Short-TermSource: based on Hofstede www.ThePersimmonGroup.com
    • 4. THANK YOU! www.ThePersimmonGroup.com

    ×