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Seminar paper from the year 2018 in the subject Business economics - Business Management, Corporate Governance, grade: 1,9, University of Cooperative Education Villingen-Schwenningen, language: English, abstract: In the following paper, important factors necessary to excel in international management with a clear focus on China will be discussed, while drawing a comparison to Germany. Throughout the examination, the way of approaching the Chinese market is described. Afterwards, culture is considered with relevant factors like power distance and the leader-follower relationship. Then, values are described with important topics like the decision making processes, meetings and negotiations and conflicts. Afterwards, key factors to success will be mentioned, including personal relationships and the feedback culture. Before drawing a conclusion, challenges likely to occur will be mentioned. Due to the increasing importance of globalization and the emergence of many competitors, management structures have become dramatically different in China. Behaviors, dynamics and team conformations change rapidly, requiring organizations to react respectively to stay competitive. Managers face the challenge to compromise different cultures within the workplace. Practical management techniques of one country cannot be easily adapted in another. They differ greatly depending on the culture. To what extent the organization benefits from a culturally diverse workforce is controversial. National values and culture are the biggest obstacle when it comes to achieving management excellence. It requires culture proficiency and responsiveness to meaningful differences in the working environment. But also other factors like the organization’s strategy, economic conditions or the labor market of the host country have an influence on how management practices should be applied. Thus, developing the ability to manage in a cross-cultural context is a prerequisite in doing business successfully in today’s world.
Essay from the year 2009 in the subject Communications - Intercultural Communication, grade: 1,3, Furtwangen University; Villingen-Schwenningen, language: English, abstract: The paramount goal of intercultural management is to revise organizational patterns in order to provide an understanding of the different approaches used by managers worldwide. Identifying significant differences in management in Germany and China is established through comparison of socio-cultural and managerial variables. Chinese leadership is characterized by more authorial rather than participative management style. This is explained by Chinese historical and cultural background. The Confucius heritage, legacy of communism, synthetic view of the world and interrelatedness of life in China are some of the essential determinants of managerial styles and social roles at all. Rationalism and objectivism, search for certainty, traditional individualism and analytical thinking are some of the key variables to shape the German managerial styles. Socio-cultural differences are examined in terms of way of thinking and perception of the world; contextual meaning and degree of group-orientation. Managerial differences are divided into three categories: organizational structure, managing processes and interpersonal relations.
This handbook, representing the collaboration of 36 scholars, provides a multi-faceted exploration of Chinese business and management. The volume represents an ‘inside-out’ perspective, offering local knowledge and experience, in conjunction with an ‘outside-in’ approach, presenting measured and sensitive observations from an outsider’s perspective. The handbook’s approach is organised around five key themes: Cultural and institutional contexts for business in China Management, including digital marketing and entrepreneurship Work and employment, covering gender and trade unions in the workplace Human resource management and human resource development in Chinese businesses, including multinational corporations in the UK Business and economic overviews, revealing the impact of guanxi relations and networks on Chinese business and management Revealing major recent developments in Chinese business and management alongside an appreciation of the unique historical, institutional, and cultural context of Chinese business and management, this book is a must-read for scholars, students, and educators of Chinese business and theory, and business in Asia.
Inhaltsangabe:Introduction: We are living in an internationalized world; global trade keeps increasing and more companies from many countries around the world are going national at an astounding rate. This is a reflection of strong economic growth around the world and the globalization of the economy and corporations. Offices are spread from one continent to another and travel is essential to business. This is the reason why business travel is increasing, states Hubert Joly, president and chief executive officer of CWT. In today s business world, you might well find yourself as an international manager in a foreign subsidiary of an American firm, facing on a daily basis all aspects of international management. Or you could end up at the home office in Germany coordinating operations with foreign affiliates. Or you could travel to countries like Japan or China, negotiating export sales or dealing with suppliers, customers, or franchise parties. Many different kinds of positions are available in the global arena, and training in international and cross-cultural management and negotiation styles is becoming a critical ingredient in moving up to high-level positions in global organizations. In 2006, a record 30.1 million U.S. travelers visited overseas markets, an increase of five percent from 2005. One of the top five overseas markets visited by U.S. travelers in 2006 was Germany. China (if combining travel the PRC and Hong Kong) would have tied as second. Contributing to the new record for outbound travel, seven of the top 20 U.S. outbound destination markets posted records in 2006, including Japan and China. Hundreds of thousands of jobs in the Germany owe their existence and sustainment to business travel. In Germany, the effects of a growing European Union and worldwide business travel create a stable demand for modern transport infrastructures and services. The USA is one of the two most important business travel destinations for the German economy, closely followed by China. Two markets will dominate travel interests in the future: the USA and China. No other countries will be as important for business trips as these two different giants. China's economy still enjoys a huge growing potential although its gross domestic product (GDP) has maintained a double-digit growth for four straight years and hit a new high of 10.7 in the first three quarters of 2006. The growth rate of China's labor productivity stood at 9.5 percent last year, [...]
Seminar paper from the year 2014 in the subject Business economics - Miscellaneous, grade: 1,3, http://www.uni-jena.de/ (Fachbereich Interkulturelle Wirtschaftskommunikation), course: Seminar Wirtschaftsbezogene Kulturgeschichte Indiens, language: English, abstract: Time is inseparably intertwined with our lives. We seldom stop to think about it because it appears to be a natural constant, which has always been and always will be. Most people are oblivious to the fact, that our perception of time and our ways to handle it are not uniform but culturally shaped. To say it with the words of the US-American anthropologist Edward T. Hall, who is one of the leading theoreticians in the field: "Time is a core system of cultural, social, and personal life. In fact, nothing occurs except in some kind of time frame. A complicating factor in intercultural relations is that each culture has its own time frames in which the patterns are unique. This means that to function effectively abroad it is just as necessary to learn the language of time as it is to learn the spoken language." (Hall 1983, p. 3). Consequently, different time frames might explain many misunderstandings in intercultural collaboration. Due to globalization, companies invest all around the world and it becomes more and more relevant for them to understand, why the attempt to implement their management approaches in culturally different contexts often fail. It is not enough to look at the surface only – time matters as well. Accordingly, Sahay emphasizes that taking time and space into account will lead to a more holistic understanding of implementation problems by going beyond the search for the elusive dependent variable that determines success or failure (Sahay 1998, p. 149). It is my ambition to strive for a deeper understanding as well. The underlying questions of this paper are: what kind of time related misunderstandings can occur in intercultural collaboration of Indians and Germans? And correspondingly, what do business people need to know about the time perception of the other to work together successfully? In order to answer these questions, I will use Hall's theoretical dimensions of polychronic and monochronic time. Investigating the applicability of this framework to India and Germany, I will try to locate both on a range from polychronic to monochronic time and analyze if typical misunderstandings occur. Finally, I will try to put these considerations into a greater context by discussing the question, if time concepts can be related to culturally different systems of thought. In doing so, I will refer to the theory of holistic vs. analytic cognition by Nisbett et al.
This is an open access book. 2022 4th International Conference on Economic Management and Cultural Industry (ICEMCI 2022) to be held in Chongqing (Online) on October 14-16, 2022. As the leader of the global trend of scientific and technological innovation, China is constantly creating a more open scientific and technological innovation environment, expanding the depth and breadth of academic cooperation, and building a shared innovation community. These efforts are making new contributions to globalization and building a community with a shared future for mankind. ICEMCI aims to bring together innovative academics and industry experts in Economic Management and Cultural Industry into a common forum. We will discuss and research on areas such as International Economics and Trade, Sustainable Economic Development, Economic Statistics, Economic Policy, The impact of cultural industries on the economy, etc. ICEMCI 2022 also aims to provide a platform for experts, scholars, engineers, technicians and technology R&D personnel to share scientific research results and cutting-edge technologies, understand academic development trends, expand research ideas, strengthen academic research and discussion, and promote cooperation in the industrialization of academic achievements . With the theme "Economic Management and Cultural Industry", ICEMCI 2022 aspires to keeping up with advances and changes to a consistently morphing field. Leading researchers and industry experts from around the globe will be presenting the latest studies through papers, keynote speeches and oral presentations. We warmly invite you to participate in ICEMCI 2022 and look forward to seeing you in Chongqing !
Today People’s Republic of China is emerging as one of the major global economies. But a lot of negotiations between German and Chinese businessmen have failed in China because German entrepreneurs have not been sufficiently prepared for the different cultural peculiarities of negotiations with Chinese business partners. This dissertation will analyse the cultural peculiarities of negotiations with Chinese business partners. Different theories about culture, communication and negotiations and their interactions are examined. The researcher will analyse differences between the German and Chinese business culture including the values influencing the German and Chinese business behaviour and communication style. A comparison of the German culture and negotiation skills with the Chinese culture and negotiation skills will be drawn. Prerequisites to commitment in China will be investigated and the Chinese framework of communication will be identified. Furthermore the Chinese bargaining and negotiation tactics as well as the purpose and format of Chinese negotiations will be discovered and the importance of “guanxi” and “mianxi” and their effects on business behaviour will be identified. The researcher will also advance the hypothesis that China has faced and will face the influence of materialism as a force undermining traditional values. To prove this hypothesis, she will analyse potential factors and forces that influence Chinese culture and with it the negotiations with Chinese business partners.
Differing concepts of time and its management across cultures are a significant problem in global organizations - this book analyzes why and looks for solutions Culturally different attitudes to time management can be extremely harmful in multinational organizations. More than half of all conflicts between Russian and Western European managers, for instance, have been shown to concern time. Providing new theoretical insights as well as practical advice, this book addresses time-related behaviors and policies in the labor world with analyses of empirical experience by researchers from different disciplines and countries. Three main issues are covered: similarities and differences between nations, variations within countries across trades and industries, and applications in terms of general strategy and functioning in a global marketplace. With contributions by researchers from countries such as Germany, Russia, The Netherlands, USA, France, and India, this uniquely international and interdisciplinary book will be of interest to researchers, students, and managers in disciplines such as sociology, psychology, economics, business administration, and education.
Seminar paper from the year 2011 in the subject Communications - Intercultural Communication, grade: 1,0, European University Viadrina Frankfurt (Oder) (Intercultural Management), course: Leadership. An alternate take, language: English, abstract: Day by day we are woken up by the alarm. The clock schedules our daily routine. Punctuality at work is emphasized. Deadlines are considered to be accomplished on time. The clock drives us to undertake a certain amount of tasks during the day. In Western societies time is considered as resource, which can be spent, saved or lost. Thus, it represents a force, which drives our lives. Timetables and calendars create the feeling of time pressure. This phenomenon implies a big gap between the time an individual lives and the one the same person feels inside like a body clock. Hence, especially in task-oriented management, issues concerning time occur. Furthermore, cultural differences cause a variation of time perceptions. In fact, social time, as a culturally determined interpretation of time, has a great impact on business culture. On the one hand, the sense of social time influences expatriate managers going overseas, who have to adapt the local time perception; on the other hand, it concerns leaders, who have to juggle with two time perceptions in order to organize cross-border collaborations. Punctuality serves as prime example for time perception. While in Western Europe timekeeping represents a virtue, in Southern Europe dates are treated rather flexible. The time perception of cultural groups varies even more. Monochronicity and polychronicity embody the main perspectives of time. Therefore, their origin and impact will be explained in general as well as in terms of managerial behaviour. After classifying the cultural clusters established by the GLOBE study, the example of the Confucian Asia will be contrasted with Western Europe. Further on, the case study of China serves as prime example of Confucian Asia to underline the influence of the local time perception on the present leadership style. Finally, a behavioural guideline for leaders concerning time perception shall create a harmonious overall picture of this work. Since this paper does not have the extent to scrutinize the influence of all cultural dimensions on leadership style, I chose the issue of time perception, because so far this aspect has been rather neglected in research. The following investigations are supposed to give a guideline to time awareness in general. By analysing the case of China, difficulties and potentials of varying time perceptions regarding managerial success shall be examined.