India and China Cross Cultural Management Class Presentation Similarities and Differences in Negotiation, Leadership, Culture Shock, and Business practices Cultural similarities and differences Cultural Visualisation

1. CHINA & INDIA
Cross Cultural Management
Week 9
MGF5640 Semester 2 2017

2. Age Groups

3. Age Groups
Why is that important
from
Cross-Cultural view?

4. Across the Border
LANGUAGE
VALUES
DRESS
FOOD
CURRENCYHISTORY
你好नम
स्ते

5. 0
10
20
30
40
50
60
70
80
90
Power Distance
Individualism
Masculinity
Uncertainity Avoidance
Long Term Orientation
Indulgence
Hofstede
India China

6. Business
Negotiations
• Dressing etiquette
• Shaking hands
• Chin chin (chit chat) topic
• Focal point and negotiation time

7. Dressing
Etiquette
(MEN)

8. Dressing Etiquette (Women)

9. Shaking Hands

10. Chit chat topic

11. Focal point and negotiation time

12. Role Play

13. Indians Visit
China
Chinese representatives:
General Managers
Indians representatives:
One General Manager and
one Middle Manager

14. Clock is
ticking….
Indians are 10 minutes late….

15. Chin Chin
Topic
Weather
Family
Nonstop talking

16. Business
Negotiation
Indians try to get the best price
Chinese try to find a common ground.

17. Business Card Exchange WeChat
Business Card

18. VERBAL AND NONVERBAL COMMUNICATION

19. Non - Verbal
learnings from
the role play
China India
Silence High Comfort with Silence Low Comfort with Silence
Voice tone and
pitch
End on a High End on a Low
Facial Expression Less Expressive More Expressive
Body Posture Like other Confucians After the greeting and bowing,
confident and straightforward
Gestures Many Many
Interpersonal
Distance
Personal & Social Space Social & Public Space
Body Contact Minimal Minimal
Eye Contact Avoid Considered rude and disrespectful
Attitude to Time Polychronic Polychronic

20. LANGUAGE AND THE LANGUAGE TREE
Mandarin (1,075,000,000) Hindi (496,000,000)
Source: ("Ethnologue, 13th edition, 1996", 2017)
Source: ("The Root of All Human Languages - angmohdan", 2017)

21. Language and worldview
Source: (Fantini, 1995)
1. A linguistic component (sounds, signs and/or
graphemes, forms, and grammar of language)
2. A paralinguistic component (tone, pitch,
volume, speed, and affective aspects)
3. An extralinguistic component (nonverbal
aspects such as gestures, movements,
grimaces, etc.)
4. A sociolinguistic dimension (a repertoire of
styles each appropriate for different
situations)

22. VERBAL

23. HIGH
CONTEXT VS
LOW
CONTEXT
(Meyer, 2014)

24. Leadership
James MacGregor Burns (1978):
“Leadership is the most observed and least understood phenomenon on earth”

25. Leadership

26. “Desirable
leadership
behaviours of
multi-cultural
managers in
China”
Extracted from (Littrell, 2002)

27. Desirable
leadership
behaviours of
multi-cultural
managers in
India
(Palrecha, Spangler, & Yammarino, 2012 )Continued
Makes Western
Leadership
Styles
Ineffective in
India
Excessive
dependency.
Preference
for hierarchy.
Preference
for
personalized
relationships.

28. Desirable
leadership
behaviours of
multi-cultural
managers in
India
Indian culture is authoritarian but authoritarian
leadership is not effective there
1. Nurturant-Task Leadership Theory
2. Transformational Leadership Theory
3. Indian-Specific Leadership Theories
(Palrecha, Spangler, & Yammarino, 2012).

29. 1
2
3
4
5
6
7
Charismatic
Team Oriented
Participative
Humane Oriented
Autonomous
Self-Protective
GLOBE Leadership Visualisation
China India Average Globe Score

30. Management
Management’s definition is
not the same all around the
world (Hofstede, 1993).

31. Jack Ma
Western
Management
Knowledge
Love for Chinese
Culture
Transformational
Leader
“I got my story, my dream, from America. The hero I
had is Forrest Gump... I like that guy. I've been
watching that movie about 10 times. Every time I get
frustrated, I watch the movie. I watched the movie
before I came here again to New York. I watched the
movie again telling me that no matter whatever
changed, you are you. “
-Jack Ma

32. Indra
Nooyi
Cultural
Sensitivity
Charismatic
Leadership
Servant
Leadership
Authentic
Leadership
International
Leader
“At the end of the day, don't forget that
you're a person, don't forget you're a
mother, don't forget you're a wife, don't
forget you're a daughter. “
-Indra Nooyi

33. Similarities and Differences
GlobalLeaderSkills
Emotional
Intelligence
Cultural
Intelligence
Social Capital

34. Expatriate
Leadership
(Deng & Gibson, 2009)

35. Business Interactions
China India

36. Chinese Invest in…

37. Chinese Invest in…

38. Chinese Invest in…

39. Impacts of FDI
on Cross-
Cultural
Management
China set to be India’s
fastest growing FDI
partner (Patil, 2017)
Exporting Confucian
Principles (Pranee, 2009)
which influencing future
interactions

40. Indians Invest in…
…

41. Failed Joined Venture
Kung Fu Yoga

42. Harry Goes to India….
Quiz
Time

43. Shock to expats and
businesses
Culture shock is a multifaceted experience that
results from stressors that occur when getting in
contact with a new culture. Simply put, it is
commonly experienced during any intercultural
exchange, it is the impact of moving from a
familiar culture to an unfamiliar one, often seen
in the following stages:
Source: Black, J. S., & Mendenhall, M. E. (1991)

44. Q&A

45. Reference List
Ansari, M. A. (1986). Need for Nurturant-Task Leaders in India: Some Empirical Evidence Management and Labor Studies, 11(1), 26-36.
Black, J. S., & Mendenhall, M. E. (1991). The U-curve adjustment hypothesis revisited: A review and theoretical framework. Journal of
International Business Studies, 22(2), 225. Retrieved from https://search-proquest-
com.ezproxy.lib.monash.edu.au/docview/197160934?accountid=12528
Burns, J. M. (1978). Leadership. New York: Harper & Row. Chatman, J.A., & Barsade, B.G. (1995). Personality, organizational culture, and
cooperation: evidence from a business simulation. Administrative Science Quarterly, 40.
Chhokar, J. S., Brodbeck, F. C., & House, R. J. (Eds.). (2007). Culture and leadership across the world : the globe book of in-depth studies of
25 societies. Retrieved from https://ebookcentral-proquest-com.ezproxy.lib.monash.edu.au
Deng, L., & Gibson, P. S. (2009). Mapping and modeling the capacities that underlie effective cross-cultural leadership: An interpretive
study with practical outcomes. Cross Cultural. Management: An International Journal, 347-366.
Ethnologue, 13th edition, 1996. (2017). Ethnologue.com. Retrieved 19 September 2017, from http://www.ethnologue.com/13/
Fantini, A. (1995). Introduction-language, culture and world view: Exploring the nexus. International Journal Of Intercultural Relations,
19(2), 143-153. http://dx.doi.org/10.1016/0147-1767(95)00025-7
Hofstede, G. (1993). Cultural Constraints in Management Theories. Academy of Management, 7, 81-94.
Littrell, R. F. (2002). Desirable leadership behaviours of multi-cultural managers in China. Journal of Management Development, 21(1), 5-
74. doi:0.1108/02621710210413190
Meyer, E. (2014). The culture map. New York: Public Affairs.
Palrecha, R., Spangler, W. D., & Yammarino, F. J. (2012). A comparative study of three leadership approaches in India. The Leadership
Quarterly, 23(1), 146-162.
Pranee, C. (2009). Impact of Chinese Cultural Development and Negotiation Strategies, FDI, Competitiveness, China International Business
Growth, and Management Practice. International Journal of Organizational Innovation (Online), 2(1), 13-40.
The Root of All Human Languages - angmohdan. (2017). angmohdan. Retrieved 20 September 2017, from
http://www.angmohdan.com/the-root-of-all-human-languages/

46. 0
1
2
3
4
5
6
Perfomance Orientation
Assertiveness
Future Orientation
Humane Orientation
Institutional CollectivismIn-Group Collectivism
Gender-Egalitarianism
Power Distance
Uncertainity Avoidance
GLOBE 2004 Practices
China India Average GLOBE Score

47. 0
1
2
3
4
5
6
7
Perfomance Orientation
Assertiveness
Future Orientation
Humane Orientation
Institutional CollectivismIn-Group Collectivism
Gender-Egalitarianism
Power Distance
Uncertainity Avoidance
GLOBE 2004 Values
China India Average GLOBE Score