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Corporate communication workshop
- 1. Anastasia Psarra Oana Stefancu Oliver Bailey Ioana Ruxandra Mindruta Fluffy Orange PR Corporate Communication Workshop 1
- 2. Fluffy Orange PR UnderstandingCross-cultural management • Cultural knowledge • Corporate culture stereotypes • Appropriateness of management style • Cultural dimensions • Non verbal communication • How to avoid conflicts • Conflicting cultures • Psychological barriers of expatriates 2
- 3. History of PRin China 1980 Western PR 1980 - 1985 ‘Ms PR’ 1986 – 1989 Beginning of PR professionalism 1989 – 1992 ‘Rethinking period’ 1992 – 2000 Declining of PR 2000 - 2011 PR revitalized 3
- 4. History of PRin America 1980 600 University PR courses 1999 CPRE report release 2003 Over 20,000 PR students 2004 – 2011 PR dominance 4
- 5. Corporate culture “Corporate culture is a pattern of assumptions, invested, discovered, or developed by a given group, as it leans to cope with the problem of external adaption and internal integration, that has worked well enough to be considered valid, and be taught to new members, as the correct way to perceive, think, and feel in relations to these problems.” (Thompenaars and Hampden – Turner, 2004) Schein (2004 : 21) 5
- 6. International variation inpreferred corporate cultures Incubator – Person culture Guided missile – Task culture • sco • fin • mex • nzl • mal • can • nor • aus • swe • irl • us • uk • bra Egalitarianism • ger • ita • fr • swi • spa • chi • jap • pol • bel • por • den • ind • cub Family – Power culture Eiffel Tower – Role culture Informalism (Thompenaars and Hampden – Turner, 2004) 6
- 7. Areas influenced bycorporate cultures Use of Effect money change Management Develop staff style and leaders Power Corporate Assess orientation improvement culture Source of cohesion Reward staff Principle of Definition of control excellence Attract, retain and motivate talent 7
- 8. Different approach inChinese and American organizational culture Effect change Key power to respected “insiders” |Spontaneous self organization Definition of excellence High level of social influence | Achieve desired results Principle of control Deeply respected persons | Integrity of own solutions Power orientation Powerful personalities | “Knowledge is power” Motivate talent Loyalty and trusted “insider” | Effective solutions Reward staff Deep respect | Admiration Management style Depth of mutuality | Team objectives and goals Use of money A token of respect | Symbol of success 8
- 9. Management styles The sevenkey methods of managing successfully across cultures • Hierarchy •Group focus • Relationships • Communication • Time orientation • Change tolerance • Motivation 9
- 10. Cultural dimensions Power distance Long term Masculinity vs. short term vs. orientation femininity Individualis Uncertainty m vs. avoidance collectivism 10
- 11. Psychological barriers ofexpatriates Psychological adjustment Unwillingness Psychological to learn, International barriers to adjustment adjustment embrace and adapt Socio-cultural adjustment 11
- 12. Conflict in cultures ‘Sharingthe same bed, but having different dreams’ Differences in Origins, Values, Norms Differences in Expectations, Objectives, Strategy 12
- 13. How to avoidconflict Use humour Mimic body Better follow, carefully language than lead Learn a few words in Be punctual Chinese 13
- 14. Non Verbal Communication “The most important thing in communication is to hear what isn’t being said.” Peter F. Drucker 14
- 15. Practical tips I 1 3 2 4 5 15
- 16. Practical tips II Avoid prolonged eye contact Use moderate Silence- viewed as gesturing restful Chinese High-context culture 16
- 17. What to wear 17
- 18. Thank you forattending Questions? 18