Professionalism in International Business: Building Cross-Cultural Competence

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Executive summary of a series of books from best selling authors Fons Trompenaas. How to manage business internationally.

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Professionalism in International Business: Building Cross-Cultural Competence

  1. 1. Hangzhou, February 2011 Prof. Dr. Hora Tjitra, Tang Wenjie & Zuo Haisu, Zhejiang University Building   Cross-­Cultural  Competence Professionalism in International Business Hampden-Turner, C. & Trompenaars, F. (2000). Building Cross-Cultural Competence. Yale
  2. 2. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence Books We Have Read Business Across Cultures By  Fons  Trompenaars  and  Peter  Woolliams Building Cross-cultural Competence By  Charles  Hampden-­‐Turner,  Fons  Trompenaars Riding The Waves of Culture By  Charles  Hampden-­‐Turner,  Fons  Trompenaars 2
  3. 3. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence 3 14  years  in  Germany 7  years  in  China Born  and  grew  up   in  Indonesia Prof.Dr.Hora Tjitra - Excellence in Culture,Talent and Change
  4. 4. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence 3 14  years  in  Germany 7  years  in  China Born  and  grew  up   in  Indonesia Prof.Dr.Hora Tjitra - Excellence in Culture,Talent and Change Professional activities: • Academic Teaching and Research,as well as Consulting, Coaching,Training and Assessment in the area of: - Cross-Cultural Awareness and Communication - Cross-Cultural Issues in HR Management - Corporate Learning and Development - Executive Coaching and Assessment - Global Leadership Development Program - Facilitation of Strategic Conference - Large Strategic Change Projects International and National project references: • BASF,Siemens,Dupont,Commerzbank,Hugo Boss,SAP, Barco,GTZ,Telkom Indonesia,etc.
  5. 5. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence What to Talk Today 3-­‐7-­‐4 3  Rs Recognize Respect Reconcile 7  Dimensions universalism  vs  par3cularism individualism  vs  communitarianism neutral  vs  affec3ve specific  vs  diffuse achievement  vs  ascrip3on sequen3al  vs  synchronic internal  vs  external  control 4  Corporate  Cultures Incubator Guided  Missile Family Eiffel  Tower 4
  6. 6. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence Recognize,Respect,Reconcile (使和谐) Recognize Out  layer  is  what   people  primarily   associate  with   culture Middle  layer  refers   to  norm  and  value   that  an  organiza3on   holds Inner  layer,   the  level  of   unques3oned,   implicit  culture. Respect Reconcile Different  culture  orienta3ons   and  views  of  the  world  are  not   right  or  wrong  –  they  are  just   different. Wealth  for  effec3ve   business  is  created   by  reconciling   culture 5
  7. 7. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence Case Background • MCC  is  a  very  successful  company  in  the  US. • OperaEng  in  more  than  20  countries. • Top  management  is  going  to  apply  a  number  of  policy  principles  over  the   world. 6
  8. 8. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence Case Background • MCC  is  a  very  successful  company  in  the  US. • OperaEng  in  more  than  20  countries. • Top  management  is  going  to  apply  a  number  of  policy  principles  over  the   world. Dutch  manager I’ve  never  heard  such  a  crazy  idea. 6
  9. 9. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence Case Background • MCC  is  a  very  successful  company  in  the  US. • OperaEng  in  more  than  20  countries. • Top  management  is  going  to  apply  a  number  of  policy  principles  over  the   world. Dutch  manager Before  the  Dutch  manager  tried  to  explain  why  the  idea  is  crazy,  the  Italian   manager  walked  out  the  room… I’ve  never  heard  such  a  crazy  idea. 6
  10. 10. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence What is universalism-particularism? 7
  11. 11. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence What is individualism-communitarianism? The  extent  to  which  the  individual  is  self-made  and  the  extent  to  which  the  wider social system is responsible for personal success 8
  12. 12. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence What is neutral-affective? 9
  13. 13. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence What is specificity-diffuseness? 10
  14. 14. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence What is specificity-diffuseness? Private space Public space Lewin’s  circles 10
  15. 15. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence What is achievement-ascription? 11
  16. 16. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence What is sequential-synchronic? Phenomena  1 Phenomena  2 Phenomena  3 Time Phenomena  1 Phenomena  2 Phenomena  3 Time 12
  17. 17. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence What is internal-external control 13
  18. 18. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence What is internal-external control 13
  19. 19. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence You  are  a  passenger  in  a  car  driven  by  a  close  friend.  He  hits  a  pedestrian.  You   know  he  was  going  at  least  35  miles  per  hour  in  an  area  of  the  city  where  the   maximum  speed  allowed  is  20  miles  per  hour.  There  are  no  witnesses.  His   lawyer  says  that  if  you  are  prepared  to  tesEfy  under  oath  (宣誓)  that  he  was   only  driving  at  20  miles  per  hour  it  may  save  him  from  serious  consequences. How is particularism-universalism measured? (1) 14
  20. 20. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence How is particularism-universalism measured? (2) Percentage  of  respondents  opEng  for  a   universalist  system  rather  than  a   parEcular  social  group  (answer  c  or  b+e) 15
  21. 21. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence How is particularism-universalism measured? (2) Percentage  of  respondents  opEng  for  a   universalist  system  rather  than  a   parEcular  social  group  (answer  c  or  b+e) Linear profile continuum (连续体) 15
  22. 22. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence How is particularism-universalism measured? (3) Non-linear profile 16
  23. 23. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence How is particularism-universalism measured? (3) Non-linear profile Universalism Particularism a e d b c 16
  24. 24. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence How is particularism-universalism measured? (3) Non-linear profile Universalism Particularism a e d b c 16
  25. 25. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence Defining Corporate Cultures publicly  and  collecEvely   accepted  “meaning” “basic  assumpEons”  developed   as  the  group  or  organizaEon   learns  to  cope  with  its   environment doing  things  around  here 17
  26. 26. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence Corporate Cultures - How It Works in Organisation • The  general  relaEonships  between  employees   in  the  organizaEon. • The  verEcal  or  hierarchical  relaEonships   between  employees  and  their  superiors   or  subordinates. • The  relaEonships  of  employees  in  the   organizaEon  as  a  whole. 18
  27. 27. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence 4 Corporate Cultures 19
  28. 28. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence 4 Corporate Cultures Egalitarian Hierarchical People  oriented Task  oriented 19
  29. 29. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence 4 Corporate Cultures Egalitarian Hierarchical People  oriented Task  oriented Incubator •person  oriented •power  of  the  individual •self-­‐realizaEon •commitment  to  oneself •professional  recogniEon Guided  Missile •task  orientaEon •power  of  knowledge •commitment  to  tasks •management  by  objecEves •pay  for  performance Eiffel  Tower •role-­‐orientaEon •power  of  posiEon •job  descripEon •rules  and  procedures •order  and  predictability Family •power-­‐orientaEon •personal  relaEonships •entrepreneurial •affinity •power  of  person 19
  30. 30. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence Transformation Egalitarian Hierarchical People  oriented Task  oriented Incubator Guided  Missile Eiffel  TowerFamily 20
  31. 31. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence Transformation Egalitarian Hierarchical People  oriented Task  oriented Incubator Guided  Missile Eiffel  TowerFamily 20
  32. 32. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence Transformation Egalitarian Hierarchical People  oriented Task  oriented Incubator Guided  Missile Eiffel  TowerFamily 20
  33. 33. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence Transformation Egalitarian Hierarchical People  oriented Task  oriented Incubator Guided  Missile Eiffel  TowerFamily 20
  34. 34. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence Transformation Egalitarian Hierarchical People  oriented Task  oriented Incubator Guided  Missile Eiffel  TowerFamily 20
  35. 35. Hampden-­‐Turner  &  Trompenaars:  Building  Cross-­‐Cultural  Competence Transformation Egalitarian Hierarchical People  oriented Task  oriented Incubator Guided  Missile Eiffel  TowerFamily 1 2 5 6 7 8 4 3 20
  36. 36. Thank  You Contact us via … Mail: hora_t@mac.com Follow: twitter@htjitra Website: http://horatjitra.com Zhejiang  University,  Hangzhou  (China)

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