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Cross-cultural Management
  A case study Presentation




On Sweden Company & their subsidiary in
China
Group Members:
Sunny Sharma
Leonid Vald
Mandeep Aulakh
Qiyue Zhou
Raghav Mehra
Culture…
 “Software of mind”- Hofstede
 Mental programming
 Influence organizations – both at macro
  and micro level
Cross-Cultural Management
 Managing culture across the boarders
 Because of globalization and the rapid
  development of economics
 Cross-Cultural Management deals with:

       leadership Style
       Motivational approaches
       Organization structure
       Strategies
Differences between Sweden and Chinese cultures


Swedes                                                        Chinese
•   Egalitarian in nature                     • Collective society
•   Competition is not encouraged             • Look towards the ground when greeting
•   Maintain eye contact coupled with hand    • Business attire is conservative and
shaking when greeting                         unpretentious
•   Business wear is conservative
                                              • Appointments are necessary
•   Usually cut and dried
                                              • Punctual
•   Punctual
                                              • Pay great attention to the agenda
•   Meetings governed by an agenda
                                              • Rank is extremely important
•   Status is not very important
                                              • Prefer face to face meeting
•   Treat all people with equal respect and
                                              •Working through an intermediary
deference

•   Consensus driven
                                              •Non-confrontational
Case Study
         On Monday the new design of the product was sent.
          Waiting for a production ready model by Friday.




Sweden                                                        China



         Email on Thursday saying that there was 1mm error.
                       What should they do?
Confusion
   Sweden
     Do they need to ask such a question?
     Why are they waiting for orders instead of taking
      initiatives?


   China
    ◦ They knew it would be better to provide a standard model.
    ◦ However, they decided to notify the Swedish manager first and
      let him to decide. It is the Chinese way of showing respect to
      superior.
Three Attributes – Business Context
 Management Styles
 Staff Behavior
 Communication System
National Culture Dimensions Index of Sweden and
China

                                          118
 120

 100
            81
  80             71
                                66
  60                                                      Sweden
                                                     39   China
  40   31                            33         30
                       20
  20
                            5
   0
       PDI       IDV        MAS      LTO        UAI


                 (Hofstede resources page)
MANAGEMENT STYLES
SWEDEN Scenario           CHINA Scenario

                          •   HIGH POWER DISTANCE
• MANAGERS - MEDIATORS
                          •   HIGH HIERARCHICAL LEVEL
• LOW POWER DISTANCE
                          •   COLLEAUGES FOLLOW
• LOW HIERARCHY LEVEL         THE DECISIONS MADE
• MANAGERS EMPOWER            BY SUPEROIR
  EMPLOYEES AND UTILIZE   •   MANAGERS ARE EXPECTED
  THEIR KNOWLEDGE             TO KNOW EVERYTHING
Staff Behavior
What is valued through work ?

Sweden                              China

   proud feeling                      material achievement

   The job has “became a part of      Power

    identity”.                         Competition

   welfare                            Performance
What causes difference in staff
behavior?
• Life pressure

• Salary

• The different individualism
   scores



 Sweden                         China
 • discussion                   • Wait for the decision from
 • comprehensive                  managers.
   decisions                    • Afraid of expressing
                                  themselves
                                • No suggestion
Communication System
Addressing the Objectives, The Mission, The
 Vision, Slogans

 Swedish - Informal and Formal Mode
 China – Formal Mode


 Reporting
 E-mailing and Memo’s
Thanks
Questions?

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Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 

Cross culture presentation

  • 1. Cross-cultural Management A case study Presentation On Sweden Company & their subsidiary in China Group Members: Sunny Sharma Leonid Vald Mandeep Aulakh Qiyue Zhou Raghav Mehra
  • 2. Culture…  “Software of mind”- Hofstede  Mental programming  Influence organizations – both at macro and micro level
  • 3. Cross-Cultural Management  Managing culture across the boarders  Because of globalization and the rapid development of economics  Cross-Cultural Management deals with:  leadership Style  Motivational approaches  Organization structure  Strategies
  • 4. Differences between Sweden and Chinese cultures Swedes Chinese • Egalitarian in nature • Collective society • Competition is not encouraged • Look towards the ground when greeting • Maintain eye contact coupled with hand • Business attire is conservative and shaking when greeting unpretentious • Business wear is conservative • Appointments are necessary • Usually cut and dried • Punctual • Punctual • Pay great attention to the agenda • Meetings governed by an agenda • Rank is extremely important • Status is not very important • Prefer face to face meeting • Treat all people with equal respect and •Working through an intermediary deference • Consensus driven •Non-confrontational
  • 5. Case Study On Monday the new design of the product was sent. Waiting for a production ready model by Friday. Sweden China Email on Thursday saying that there was 1mm error. What should they do?
  • 6. Confusion  Sweden  Do they need to ask such a question?  Why are they waiting for orders instead of taking initiatives?  China ◦ They knew it would be better to provide a standard model. ◦ However, they decided to notify the Swedish manager first and let him to decide. It is the Chinese way of showing respect to superior.
  • 7. Three Attributes – Business Context  Management Styles  Staff Behavior  Communication System
  • 8. National Culture Dimensions Index of Sweden and China 118 120 100 81 80 71 66 60 Sweden 39 China 40 31 33 30 20 20 5 0 PDI IDV MAS LTO UAI (Hofstede resources page)
  • 9. MANAGEMENT STYLES SWEDEN Scenario CHINA Scenario • HIGH POWER DISTANCE • MANAGERS - MEDIATORS • HIGH HIERARCHICAL LEVEL • LOW POWER DISTANCE • COLLEAUGES FOLLOW • LOW HIERARCHY LEVEL THE DECISIONS MADE • MANAGERS EMPOWER BY SUPEROIR EMPLOYEES AND UTILIZE • MANAGERS ARE EXPECTED THEIR KNOWLEDGE TO KNOW EVERYTHING
  • 10. Staff Behavior What is valued through work ? Sweden China  proud feeling  material achievement  The job has “became a part of  Power identity”.  Competition  welfare  Performance
  • 11. What causes difference in staff behavior? • Life pressure • Salary • The different individualism scores Sweden China • discussion • Wait for the decision from • comprehensive managers. decisions • Afraid of expressing themselves • No suggestion
  • 12. Communication System Addressing the Objectives, The Mission, The Vision, Slogans  Swedish - Informal and Formal Mode  China – Formal Mode  Reporting  E-mailing and Memo’s