Cultural Issues in National Problems Essay Example for Free

Cultural Issues in National Problems quiz* Based on your study on this module of cultural theories, initiationwide commerce ethics and the arrange of managing across cultures, and assuming the role of a backup consultant specialising in cross-cultural issues, write a cultural briefing for the Human Resources department of a real international line of reasoning. Your briefing should cover a range of cultural issues, including the creation of cross-cultural teams, training employees for expatriate dates, national negotiating styles and training employees for the challenges of cross-cultural management. This assignment may take the format of a report or a more creatively designed briefing document. Creation of cross-cultural teamsTrain employees for challenges of cross-cultural managementNational negotiating styleThe Chinese dialoguehttp//www.global dialoguebook.com/John-Graham-research/negotiation-v1.pdfNegotiating in chinaware 10 rules for success http//www.forbes.com/ sites/jackperkowski/2011/03/28/negotiating-in-china-10-rules-for-success/pp. 163 noteHowever, china is also a catchy and risky market for western condescension communities to operate in. the surprises, disap visorment, and frustration on the part of western business peck argon not strange. China is a special challenge it is the worlds largest acclivitous market, largest communist bureaucracy and oldest culture. These unique features make china a unique case in international business that calls for special academic and managerial attention. Now that china has reached and agreement with the European union and get together States of America about its membership in the world trade organization (WTO), the importance of china as a trade partner is going to increase further.Question* What atomic number 18 the meaningful stages of the Sino-western business negotiation process? * What are the main contentious issues in the egg negotiation sessions? * How puke we understand Chinese ne gotiating style observed in various stages from the chinese culture point of view?Ping-Pong modelling1, pre-negotiation (lobbing, presentation, informal discussion, and trust building) 2, formal negotiation (task-related exchange of information, persuasion, concession and agreement) 3, post-negotiation (implementation and new rounds of negotiations)The Chinese show crisp interests in getting to know the other party during these initial contacts. They try to ascertain whether or not the foreign firm has (1) the most advanced engineering required for the project (2) the leave al iingness to sell or transplant it to the Chinese side by way of, for example, joint venture and (3) the capacity of delivering the outputs on time. As maven chinese negotiators explained our intention is to import the most advanced technology and to cooperate with large, world-famous foreign companies, because the life round of a technology is short.We pay even more attention to the suppliers houjing(re serve strength) for continuous proficient development lobbying lobbing before the chinese government authorities is one of the most in-chief(postnominal) marketing activities set about foreign firms that want to sell large industrial projects in chinese key industries like tele conversations. distant firms must convince the chinese that they eat cutting-edge technologies that suit chinese governments priorities, that they have farseeing-term commitment to the chinese market, and that they are financially surd. They must present a highly genuine image before the chinese, making them feel safe to do business with them. The chinese said that they like to do business with big mountain like Ericesson that they could trust and rely on in the long term.Presentation giving attractive and reliable presentations to let potential chinese partners know the troupe, products and negotiating team members, is an important step toward formal negotiation sessions. Presentations aim to convin ce the chinese of the sincerity of the company in doing business ith china and show the chinese that the companys products are and advanced technology with high smell and reasonable price. Foreign firms need to present themselves and their technologies to number of authorities. Very often one has to endlessly seize the same things to different negotiators who may suddenly, without explanation, be replaced by another team. From chinese point of view, it is done to experience the reliability and firmness of the supplier.Informal discussion initial and informal discussions with chinese organizations often occur today after the presentationsTrust building the chinese attach great importance to trust building in business negotiations.Formal negotiation* Equity share* Contribution of each party* Management subdue* Technology* Price* Persuasion* Concessions and agreementPost-negotiation* Managerial implications* Priority* Patience* Peoplethe PRC define (guoqing) is a contemporary soc ial and institutional factor influencing the PRCIntroductionHotel Chocolat is a famous sumptuousness chocolate producer in the UK. It has 55 stores in the UK and 5 stores in the USA and the Europe. (Hotel Chocolat, 2012) The mainly product series are Giant Slabs, Selectors, Sleekster Selections, Liquid Chocolat, The Purist and Coco Juvenate Beauty Range. (Hotel Chocolat, 2012) Hotel Chocolat insists a high quality dodging so that their products are in luxury level, which attracting consumers come back again and again. Now Hotel Chocolat plan to gallop the business and brand perception, managers think about enter Chinese market. In China, center class up(p) their purchasing power in recent years, within urban residents has more disposable income (Farrell D, 2006). If manager find to enter China market, human resource management (HRM) department needs to prepare three points, first of all is create cross-cultural team with Chinese employees, secondly is train the British employe es for challenge of cross-cultural management, third is negotiating style with Chinese.Creation of cross-cultural team and the challenges of cross-cultural managementCross-cultural team is necessary. Nowadays, the globe business activities are an important part of the worldwide economy. Many of different nationality works in one company or even in one free radical. In this case, Hotel Chocolat will be suggested to build a cross-cultural team within Chinese employees. This program can avoid some potential risk in Chinese market. Here will point out three directions.1. LanguageIn business base need to keep will communication to reduce the cost of information. Hotel Chocolat is British company so that the side is mainly language. But Chinese employees native language is mandarin and Cantonese, which make conversation perchance difficult. Fortunately, Chinese education department push position language teaching from primary school to college. Nowadays, the worlds most populous natio n will become the worlds largest English-speaking country, scotch about devil billion people are learning or have learned English (Clifford. C, 2009). introductoryly, English level is an important testing standard when manager selects Chinese employees. Secondly, English employ which will work in China suggest to learn staple everyday Mandarin. Of course, if possible, Hotel Chocolat should better choose the people who interested in China.2. Build virtual(prenominal) TeamIn the beginning, Hotel Chocolat should build a quickly communication tunnel between the UK and China department. For a high efficiency, Hotel Chocolat has to build Virtual Team.Virtual Team is basic on advanced information technology to link the geographical dispersion essential employees. It also downsizes the department in China and improves productivity.(Townsend, A, M., and Demarie, M, S and Hendrickson R, A., 2003)Why build a Virtual Team? Here point five factors (Bettis, R and Hitt, M., 1995) * The flat org anizational structure is becoming a wide-cut solution to increase speed to communicate. * The competition and cooperation will be easy in globe economy environment. * Changes in workers prevision of organizational participation. * Adjustment the production of knowledge work environments. * Make trade and corporate activity easily.First of all, to build virtual team needs to pay attention to define the teams character and organizational roles, build the technical systems to exchange the information.Define the teams function and organizational roles are the most important thing. The UK and China have seven (DST.) or eight (GMT.) times difference, it make the work time harder. The manager in China who leads the virtual team should clear expectations about teams performance and criteria. Because of the virtual teams geographical dispersion, the manager can define the detail of daily report, working schedules and emergency solution. As a new market competitor, Hotel Chocolat will fac e many difficult, so the virtual team members in both side, the UK and China, have responds to meet online in a short time. In the same time, the virtual team in China needs to have individual ability to take hold and solve problems.A well communication system in virtual team is a strong support. The technical system should be designed basic on efficiency. One of the reasons is the virtual team members are in different place so that they cannot face to face. If people cannot face to face meeting, some unsafe and complicated issues will not solve well. In tradition way, the tools have online meeting (Skype), filing cabinet upload and download (email). If possible, the technical system can use wide-angle camera to build a multiplayer pic session, in the meantime, virtual team members can use cloud system to modify the same file in different place together. Within modern technical system, the virtual team becomes more naive realism and efficient.National negotiating stylesWhen a c ompany enters new market, an excellent negotiating skill will make their process more successfully. In business activities, communication is the key of make a good deal. Within a group of well training negotiating employees, the new market risks, not only China market, will be reduced. As the human resource department, they should make a plan to lead the negotiators mind set. Therefore, the Ping-Pong Model (Fang, 1999) is a good choice.(Fang, 1999)The Ping-Pong model is based on the international business negotiating style and Chinese business negotiating style (Fang, 1999 Frankenstein, 1986 Ghauri and Usunier, 1996 Graham and Lin 1987), fang tries to build a bridge between China and the world.In the Ping-Pong Model, there are two study parts. One is the stage of the Sino-Western business Negotiation process and the other one is the dimension of Chinese business culture.In 1996, Ghauri make a structure of the international negotiating style process. He divides the total negotiati on into three parts1, Pre-Negotiation2, Formal-Negotiation3, Post-NegotiationAnd also Fang realized that in Chinese cultural situation, he also define three main thing1, The PRC Condition2, Confucianism3, Chinese stratagemsCombine these two things, international negotiating style process and Chinese cultural situation, the Ping-Pong Model produced.Next part, it will try out six factors of Ping-Pong Model.Pre-NegotiationIt includes four processes, lobbing, presentation, informal discussion and trust building. In the beginning is lobbing, in China market the government is a powerful force to the market. So it is necessary to have a good conversation with government. Presentation and informal discussion is the base of trust building. In public ways, presentation can show companys abilities to the company, in other ways, Informal discussion enhance mutual pinch between company and its potential partners.Formal NegotiationIn formal negotiation stage, five major contentious issues needs to serious consideration equity share, contribution of each party, management control, technology and price. For Hotel Chocolat, technology is the top secret so that the human resource department should focus on this part.Post-NegotiationAfter formal negotiation, the team should be prepared for Chinese trick. One Swedish negotiator recall that (Ghauri P. and Fang T. 2001) Chinese negotiator always take the old issue whatever and whenever, but these situation would not happened in European, midsection Eastern and African countries.Hotel Chocolat website, (2012), Store http//www.hotelchocolat.co.uk/Chocolate-Store-Locations-Achocolatestore/ (accessed 8th Oct 2012).Hotel Chocolat website, (2012), Products http//www.hotelchocolat.co.uk/chocolates-CHC_PRODUCT/ (accessed 8th Oct 2012).Farrell, D., Gersch, U. and Stephenson, E. (2006), The value of Chinas emerging middle class, McKinsey Quarterly, pp69-69.Clifford Coonan, (2009) The largest English-speaking country? China, of course, The Irish Times, 6 June, available at http//www.irishtimes.com/newspaper/weekend/2009/0620/1224249169396.html (accessed at 9th Oct 2012).Townsend, A.M., DeMarie, S.M., Hendrickson, A.R. (2003) Virtual teams In Thomas, D.C. (ed) Reading and Cases in International Management A Cross-cultural Perspective. London SAGE, pp.269-281.Bettis, R. and Hitt, M. (1995) The new warring landscape, Strategic management journal 16(S1), pp,7-19.Fang, T. (1999) Chinese business negotiating style. Sage Thousand Oaks, CA.Frankenstein, J. (1986). Trend in Chinese business practice Change in the Beijing wind. California Management Review, 29(1) 148-160.Ghauri, P. N. and Usunier J. C. (1996) International descent Negotiations. Oxford Pergamon.Graham, J. L. and Lin, C. Y. (1987) A comparison of marketing negotiationsin the Republic of China (Taiwan) and the United States. In Cavusgil, T. (ed. Advanced in international marketing (Vol. 2, pp. 23-46). Greenwich, CT JAI Press.Ghauri P. and Fang T. (2001), Negoti ating With the Chinese, Journal of World Business Vol. 36, pp. 303-325.