Intercultural Trainings and Competency Management

Dr. Jörg Klukas 约克可如卡斯博士
Lan, Lixiu 蓝丽
Multicultural Trainings
http://www.flickr.com/photos/angela7/2277664035/sizes/l/
Human Resources Management

CULTURE VS. CULTURECULTURE VS. CULTURE
International Human Resources Management,
Dr. Jörg Klukas/Lan, Lixiu 2

Direct vs. Indirect(1/8)( )
Lose face.
Source: designed by Liu Yong International Human Resources Management,

Direct vs. Indirect - Cases
Case 1:
Y t ith Chi b i t H tYou meet with a Chinese business partner. He wants
to know whether you will buy the product in large
quantities. But the quality does not meet yourq q y y
demands. How will you answer him?
Case 2:
In a party, you see that the tie that he put on it’s too
short Will you tell him and how?short, Will you tell him, and how?

Direct vs. Indirect - Evaluate

Equality vs. Hierarchy(2/8)q y y( )
• All are manages in sell department

Individualism vs. Collectivism(3/8)( )
Collectivism Individualism
Chi F ji P i F hChina Fujian Province Fuzhou
Guyu road 19#
Lan, Lixiu
Lixiu Lan
Zwickauer Straße
01187 D d G
01187 Dresden Germany

Individualism vs. Collectivism
Individualism
• The well-being of the individual is in the
Collectivism
• The well-being of the group is in theThe well being of the individual is in the
foreground.
• Decisions
• The group membership is not bound
The well being of the group is in the
foreground
• Decisions
• The sense of belonging is very strong inThe group membership is not bound
to a specific group, changing is
always possible
• Job changes
The sense of belonging is very strong in
groups
• Loyalty is very important
• The family is very important for every
• The family have no such special
meaning
• retirement homes
The family is very important for every
single member
• Usually, the aged are taken care of at home lovely
• Humans are judged based on their group
• Humans are seen as individual, not as
part of a group
• Lapses of the individual are not automatically
ff h
• Humans are judged, based on their group
belonging and position within the group
• Lapses of the group are affect every member and vice-
versa
affect the group
8

Individualism vs. Collectivism
“I” d “WE”• “I” and “WE”
• “Inside” and “Outside”
• The attitude to strangerThe attitude to stranger
• “The nail that sticks up mostly gets hammered down”International Human Resources Management,
Dr. Jörg Klukas/Lan,lixiu

Sequential vs. Synchronous timing(4/6)q y g( )
• Who come first, who serve
• Alles in ordernung?
• Bus plan
• Queue
• Did you eat?
• Meeting

Sequential vs. Synchronous timing-
Evaluation

Work vs. Free time(5/8)( )
• Work and life balance
• “Live to work” or “Work in order to live”.
• Re-employment in China after retirement

DESCRIBE A WORKING DAY IN
Lisa
YOUR HOME-COUNTRY.

Working in Chinag
• Average salary in 2009
• Overtime in Guangdong province inOvertime in Guangdong province in
2009 = 15h pre week
• Engel's coefficient: 37%in the city, in
countryside 43%countryside 43%
e.g. Income and expenditure every month in 2006
Wu ** female worked in a IT company Graduated as bachelor in Beijing first year in WorkingWu **, female, worked in a IT company. Graduated as bachelor in Beijing, first year in Working
1 € ≈ 9.3 ￥
Income: 2500 ￥
Rent: 500 ￥Rent: 500 ￥
Cellphone: 100 ￥
Food: 800 ￥
R l ti hi 200 ￥
Relationship: 200 ￥
Other: 200 ￥

Work vs. Free time-Problems
• Due to the different lifestyles there are sometimes problems
between work- and leisure-oriented. This may ultimately negatively
affect the development of professional relationships and trust.
• People, who are leisure-orientated, are more difficult to motivate for overtime.

Subject-vs. Relationship orientation-
Communication content(6/8)( )
Statements about
the objective of
Content level
the objective of
communication
R l ti l l
Describes the
l i hi Relation levelrelationship to
the respective part.
Story about the “how to get the documentation”

Cases in Subject-vs. Relationship
orientation
Hallo Guo,Sehr geehrter Herr Kleiber,
How are you? What about your trip in
American?
I have a very good weekend at Beijing and met
hiermit bestätigen wir
Ihnen den genannten
Trainingstermin! Herr I have a very good weekend at Beijing and met
a person who told me that, he is your
classmate in the university.
Liang wird sich umgehend
bei Ihnen melden.
I know you are quiet busy after your trip but I
still have to ask you to give me some time in
this week to discussion the next step of the
project When is appropriate for you?
Mit freundlichen Grüßen,
Lan, Lixiu
project. When is appropriate for you?
Best wishes!
Lan Lixiu
Lan， Lixiu

Risk-vs. Caution orientation(7/8)( )
Typical for risk oriented
peoplep p
Short-term changes (for example,
plans) for people from risk-oriented
cultures usually not a problem.
Typical for Caution oriented
people
Sh t t h d lShort-term changes and unusual ways
to solve problems in these cultures
often cause confusion and chaos.

Reason-vs. Emotional orientation(8/8)( )
ReasonableEmotional
• I control my feelings and show
them only in situations
I show my emotions
l ith t them only in situations
attached.
• People who do not control their
openly, without
regard to how other
people react. p
emotions enough , will "loss of
face" .

WHAT ARE THE ADVANTAGES
Hanna
AND DISADVANTAGES OF
MULTICULTURAL?

INTERCULTURALINTERCULTURAL
COMPENTENCE

Opennessp
• More similar than difference –the some problem we have toMore similar than difference the some problem we have to
deal with
• A positive attitude is one of the most important prerequisites
for successful international contactsfor successful international contacts.

Flexibilityy
• Wardrobe
d di th it ti d f i• depending on the situation and person you are facing,
choose the right outfit / the right attitudes!
• Language
• At least a few words

Emotional Strengthg
• Tolerance of ambiguity
C ff b k di i f l i ti• Coffee break - dinner are informal communication
• HumorHumor
• Release the stress
• Culture shock

What is Culture Shock
Source: http://www.nhtvwiki.nl/wiki02/index.php?title=Culture_shock

Source: http://www.emeraldinsight.com/journals.htm?articleid=1410510&show=html 26

Other
• Information Processing
• EmpathyEmpathy
• Active listening
• Cultural Studies
• Personal Development

HOW TO BUILD AN EFFECTIVE
Jana
MULTICULTURAL COMMUNICATION?

EXPATRIATION ANDEXPATRIATION AND
REPATRIATION

Terms
Term Explain
Expatriation is a person temporarily or
permanently working in a
country and culture other thancountry and culture other than
that of the person's upbringing or
legal residence.
R t i ti i th f t iRepatriation is the process of returning a
person back to one's place of
origin or citizenship
Auslandsentsendung Expatriation and RepatriationAuslandsentsendung Expatriation and Repatriation

Aim
Company Expatriate
• Transfer of Know-How • Salary improvement
• Coordinate and control the
affiliates
• enhance the communication
• Foreign country
• Career advantage
enhance the communication
with parent company
• Personal development
ti / bl d
• Challenge
executive / new blood
management

Sorts of the Expatriationp
Sort Duration Saraly and Contract
Business trip
(Dienstreise)
3 months sending company
Delegation 3 – 12 months generally sending company,Delegation
(Abordnung)
3 12 months generally sending company,
delegation
contract(Abordnungsvertrag)
Relocation
(Versetzung)
1 – 5 years generally receiving company.,
resting contract(Ruhevertrag)
Transfer
(Übertritt)
more than 5 years receiving company, working
contract with receiving company

Characteristics / problems with
expatriation and repatriationp p
• Culture differences between foreign country and home country
• Lack of knowledge about the culture / conventions in guest country
• Moving
• Language problems and familiarization
• Changing living and working situation, even the relatives
• Limited contact and long time absence from parent company;
• Arrangement of the contract and administration (Visa, Tax, social
insurance)
• Additional expenses for the company

Process of the expatriation and
repatriationp
1 2 3 41 2 3 4
employee
selection
Preparation
for the
deployment
Working in the
target country
Repatriation
p y
• Employee
C• Company

Employee selection – requirementsp y q
• activity-related requirements
e.g. technical ability, management competence, the knowledge about the
company
• Relationship skillsRelationship skills
e.g. tolerance, flexibility, open-minded, culture empathy
• MotivationMotivation
e.g. agree with the career plan, interest in foreign experience
• Family situationy
e.g. The other family member also prepare to move to foreign country
• Language ability

Prepare to the expatriationp p
Employee/ Family Company
• Language training
• Learning about the country
• Agreement about the content of the
contract
I t (i hi h t th• Intercultural training
• Sensitivity training
• Income tax(in which country pay the
tax)
• social insurance law
• Residence in target country(visa and
working license)
• Cooperation with the human resource
department in target country
• Consideration of the repatriation

Get into the guest country- phaseg y p
Expectance AdjustmentCulture shock
E th i
Expectance AdjustmentCulture shock
Crisis: IntegrationEnthusiasm
• Friendly, but
superficial
Crisis:
• insecurity inside / outside
emigration critic
Integration
• Acceptance of the
local customs, own
id titrelations Recovery:
• Understanding
• Reactivation of the home
identity
• Reactivation of the home
related frame of reference

Staff deployment in the guest country –
Mentoring in…g
• Technical aspect
questions/problems at the working placeq p g p
• Human resource aspect
Personal development, experience exchange
• Administrative aspect
Formality of governmental authorities, schools, taxes, living
(maybe assign external service provider)
• Social aspect
Contact person, sponsorship
• Also: stay in contact with parent company

Repatriation - return of the employeep p y
Situation of the employee Situation in the company
• Impulse from cultural experiences,
e.g. tolerance
N ti th h
• Changes in the company
during assignment
E t ll l i t t i th• New perspective on the home
country (smaller area of
responsibility)
E t ti f th f t
• Eventually low interest in the
experiences of the employee
• Eventually unspoken
iti i i ttit d t d• Expectations from the future,
career, improve of the foreign
assignment
L f k h (t h i l )
criticizing attitude towards
the foreign assignment
• Loss of know-how (technical area)
• Danger of a “culture shock in
reverse”

Repatriation –Phases of the
reintegrationg
Phase A
Naive integration
Phase B
Re-integration shock
Phase C
Final Integration
• Friendly, superfical
understandung
O i d d
• Reintegration shock
• Euphoria crumbles
L k f d di
• Realistic expectations
• Adjustment without
lf b d• Open-minded
• Optimism
• Euphoria („finally back
at home“)
• Lack of understanding
by the colleagues
• Resignation
• Unhappiness,
self-abandonment
• Extension of behavior
spectrum
• Recognition of oldat home ) Unhappiness,
arrogance
• „Do not feel like home“
Recognition of old
behavior patterns
Up to 6 months after
return
6 – 12 months after
return
After 12 months after
return

INTERCULTUREINTERCULTURE
TRAINING

Intercultural Trainingg
The goal of
training
Affective Cognitive
Behavior Attitude
The content of
training
Culture specific intercultural training
Culture general intercultural training
The method of
t i i g
Knowledge-oriented intercultural training
i i d i l l i itraining Experience-oriented intercultural training
The duration Days/Weeks/ months/ 1 year
The moment for
training
Before expatriation
A i i htraining Arriving the guest country
Reintegration training
Didactic approach Information-oriented training
Culture oriented trainingCulture-oriented training
Interaction-oriented training
Understanding-oriented training
Culture assimilated
42
vgl. Kinast, Eva-Ulrike / Thomas, Alexander: intercultural Personalentwicklung in internationalen Unternehmen,
in: Thomas, Alexander / Kinast, Eva-Ulrike / Schroll-Machl, Sylvia: Handbuch Intercultureelle Kommunikation und Kooperation, Band 2,
Göttingen 2003, S. 259 - 272

Methods of intercultural trainings
(description 1)( p )
contents
General of culture Specific of culture
Goals
General of culture Specific of culture
C iti
Presentation about intercultural Country knowledge based
Cognitive
Presentation about intercultural
communication, anthropology
Country knowledge based
information-seminars
Roll-play /case-study which
Affective
Case-study about intercultural
Problems
p y y
reference to the culture of the
target country culture
assimilator
Attitude
Simulation practices, sensitivity
trainings with the members from
different cultures
Guest family which from the
target country

Methods of intercultural trainings
(description 2)( p )
Methods Technical Aim
Information
Reading materiel, videos, films Region research, the activities
from the institutions in the
company from the home country
Intercultural
experience
Cultural assimilator, simulations,
roll-play, case study
The technic of dealing with the
dependent and independent
culture
P ti f lf
Sensitivity-
training
Communication workshops, T-
Groups, trip in foreign countries
Promotion of self-awareness
communication style, effective
listening
Meet the former expatriate Know about the customs, values,
Field experience worker, mini-culture, guest family
surrogate
believes, religion, nonverbal
behaviors.
Video Film internet language
Promotion of the communication
44
Language ability
Video, Film, internet, language
partner
between people for requirement of
the work and daily life.

Intercultural training of
expatriation and repatriation(1)p p ( )
Preparation Phase General culture sensitization training
Employee
selection
Selection methods:
Interview
Intercultural knowledgeg
Rehearsal visiting
Decision for
assignment in
Culture specific oriented training:
P ti f th i t lt l l i bilit d tassignment in
foreign country
Promotion of the intercultural learning ability and competence
Training methods (e.g. “intercultural training” – didactic
approach)
Departure phase Adjustment to the new job training:Departure phase Adjustment to the new job training:
Culture shock adaptation
Acculturation accompaniment
Build intercultural learning and experience competence

Intercultural training of
expatriation and repatriation(2)p p ( )
Activities in
foreign country
Accompaniment training:
Intercultural reflections and attributions competencep
Specific working learning and operating competence
Intercultural coaching
Return back phase Reintegration training I:
Prepare to “new working situation” in parent company
Handing over the working in guest country
Return back phase Reintegration training II:
Culture shock-adaptation
Adjustment back to the job in company and the national culture
Reflection of the intercultural working and living experience
Di t t h G ti i dDistract phase Generation experience and usage
Replaying the follower and new worker in foreign country
Put the intercultural experience into the information pool

TIPS FOR DOINGTIPS FOR DOING
BUSINESS IN CHINA

PunctualityPunctuality
P t lit i it l hY h ld l b • Punctuality is vital when
doing business in China.
• In private up to 10 min later
• You should always be
punctual in business meetings
• Also for private meetings, it
• In private, up to 10 min later
is ok
is important
•Sometimes Germans come 5
min or more earliermin or more earlier

Hierarchy, formalityy, y
• Usually flat hierarchies • Enter the meeting room in
hierarchical order
• Employees may talk directly
with boss about problems
hierarchical order
• Only correspond with
personal on same hierarchypersonal on same hierarchy
level
• Treat everybody with equaly y q
respect

Negotiations 1g
• Starts talking about business
from the beginning of the
ti
• Only senior members
speak.
meeting.
• Discussion should follow
strict meeting plan
• Be prepared for the agenda
to become a jumping off
point for other discussionsstrict meeting plan.
• Be prepared to meet with
several lower levels of people
point for other discussions.
• Do not demonstrate anger.
several lower levels of people
before getting to the actual
decision maker.

Negotiations 2g
• Like to do things efficiently:
• Germans speak directly, even
• Use strong negotiation tactics
(delay, reiterate, bargain)
• Chinese do not criticize
critic
• Can be upset, if other party
d l ith i t ti ( f
directly. (lose face)
• Under no circumstances
should you lose your temper
ill l fdelay with intention (cf.
Chinese negotiation tactics)
• Separate private and working
or you will lose face
• Mix private and work, e.g.
gifts and going out is
necessary before makingSeparate private and working
life
necessary before making
business

Negotiations with womeng
• Few Germans have problems • Only some educated womenp
to negotiate with women
y
into economic and political
ranks.

Eye contacty
• In Germany, eye contact is
extremely important, it
infers trustworthiness and
• Do not look straight into
the eyes of Chinese
colleagueinfers trustworthiness and
sincerity
• However, it shouldn’t be too
colleague
,
long and intensive.

Greetingg
• Handshake is the common
form of greeting
• Greetings are formal and the
oldest person is always greeted
first
• Women usually greeted first
first.
• Handshakes are the most
common form of greetingcommon form of greeting .
• To show respect, Chinese
usually greet with both handsy g

Gifts
• wine, flowers or sweets for
the host.
• 4 is an unlucky number, 8 is
the luckiest number.
• In general, gifts are opened
when received;
• Gifts may be refused three
times before they are
accepted.
G ll b i if• Guests usually bring gifts to
host
• Gifts opened later in private

Contact me!
Dr. Jörg Klukas
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• Email: joerg.klukas@pludoni.de
Dr. Jörg Klukas 56

Intercultural Trainings and Competency Management

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