Cross Cultural issues: Airbus moving to China

Résumé du document

This paper will talk about Airbus and what kind of cultural issues it would face if the company decided to move its manufacturing unit to China.
Firstly, I will describe the French way of doing business to establish the points where the company needs to make efforts to change.
I will then explain the Chinese Business Culture and mistakes that must be avoided in the process of moving Airbus, and the cross cultural differences will be analyzed with Hofstede's and Trompenaars's theory.
After that, I will focus on a problem specific to China: plagiarism.
Next, the two management styles will be explained, to find the best way to manage workers.

To conclude, some solutions will be offered to assure the success of Airbus's moving to China.

Extraits

[...] Decisions are rarely taken there but you can draw up some interesting contacts during such a meal. With respect to the dress code, the French are fashion conscious and their version of casual is not as relaxed as in many western countries. Gifts and presents are widely used in large companies in France. Gifts are given to employees to motivate them, as in a seminary. There are also gifts given to clients Such as USB key, pens, key-cases etc. Gifts are very important for the company's image. [...]

[...] Another important point is that in China, the is not very polite. Business Meetings Punctuality is extremely important in China. Being late is like an insult (as opposed to France). If you cannot be on time, you must inform your colleague and so that he may attend the meeting if he wants. Scheduling a meeting should depend on the Holidays. Indeed, most Chinese companies close for the weekend and are not available for any meeting. In China, the oldest person is always welcome first. [...]

[...] This means that the manager gives the way to, or follows his colleague, and they are free to do the job as long as the direction is the right one. The general management cares about people and individualism. The relationship between employees and their company is different from what seen in China. With their top management, relationships are more flexible than Chinese ones but still stay formals. The company rewards individual merit instead of group work. Finally, Europe is much more capitalistic than China; Airbus has a short term orientation of its business. The immediate profitability for shareholders is the priority. Airbus is a liberal company. [...]

[...] [Accessed 4 November 2008] Managing Comparison Piset Wattanavitukul Expatriate training and the underestimated role of the Chinese local secretary. [Online]. Available at: http://www.apmforum.com/columns/china22.htm . [Accessed 5 November 2008] Airbus Company structure. [Online]. Available at: http://www.airbus.com/en/corporate/people/company_structure/. [Accessed 23 November 2008]. Airbus Airbus backs Toulouse's candidacy to be 2013 European Capital of Culture. [Online]. Available at: http://www.edubourse.com/finance/actualites.php?actu=45445. [Accessed 23 November 2008] Airbus Airbus China. [Online]. Available at: http://www.airbus.com/en/worldwide/airbus_in_china.html. [Accessed 23 November 2008] Interex. [...]

[...] This was very profitable for me and I hope it was the same for others as well! References History of Airbus FAURE Quentin LABONDE Hugo MASSIMI Lucas REYNAUD Quentin. Historique d'Airbus et Boeing. [Online]. Available at: http://tpeairbusvsboeing.monsite.orange.fr/page2.html . [Accessed 4 November 2008] Frédéric Marsaly La véritable histoire d'Airbus. [Online]. Available at: http://www.aerostories.org/~aerobiblio/article1018.html . [Accessed 4 November 2008] TF Boeing s'impose face à Airbus en 2007. [Online]. Available at: http://tf1.lci.fr/infos/economie/entreprises/0,,3684052,00-boeing-impose- face-airbus-2007-.html . [Accessed 4 November 2008] Septimanie-export.com Législation du travail: Chine. [Online]. Available at: http://www.septimanie-export.com/fr/fiches- pays/chine/legislation-du-travail . [...]