Cultures and values

Résumé du document

BLC Ltd Is a construction company based in the UK and is looking forward to enter the Chinese market via a joint venture with a major Chinese construction company. The aim of this report is to provide BLC's management an overview of the Chinese culture, cultural diversities between both countries, and adequate recommendations in order to pre-empt misunderstandings and stereotypes. The cultural differences are highlighted by using the frameworks of Hofstede and Trompenaars. Both frameworks are commonly used and well accepted in the field of cross-cultural management.

Extraits

[...] Cultures and values Content 1. Introduction 1.2 .Nature of Culture and Values 2. Brief Introduction of China 2.1 Classification and Roots 3. Analysis of Cultural Diversity (Hofstede) 4. Trompenaars' Analysis 5. Conclusion 5.1 Recognition 5.2 Respect 5.3 Reconciliation 5.4 Final Recommendation A. Bibliography B. Appendix I confirm that the print version of my assignment is an exact copy of the CD version Atilla Kibar 1. Introduction The BLC Ltd. construction company based in the UK is looking forward to enter the Chinese market via a joint venture with a major Chinese construction company. [...]

[...] In achievement cultures e.g. UK status is based on what people are doing and how well they perform their functions. An ascription culture like China is one in which people receive status based on who and what they are related to their age, gender, social connection (family), education, and profession. It is important to know for international managers whether cultures respect more age and experience or a person's achievement in his past (Hodgetts & Luthans, 2000). Status and respect of hierarchy has a great importance for Chinese people. [...]

[...] This has its reasons in family tradition where children have to obey, share, and be loyal to their family members where on the other hand in individualistic societies parents encourage their children to be more independent (Hofstede & Hofstede, 2005). It should be noted that there is a correlation between collectivism and power distance. Countries with a large power distance are more collectivist societies. Western managers often notice that Chinese managers feel reluctant to make decisions on their own and independently. [...]

[...] Culture is also influenced by norms and values which have its roots in religion, ideologies or other concepts. A norm expresses what people opt to see as right or wrong and values on the other hand determine what is good or bad. Therefore values are closely related to the ideals shared by a group (Trompenaars, Hampden-Turner, 1997). However, to define what is meant by culture or what means culture to different people from different countries is very complex and not easy. [...]

[...] Bibliography Books: Harris, Phillip R.; Moran, Robert T.; Moran, Sarah V. (2004) Managing Cultural Differences, 6th Edition, Butterworth Heinemann, Burlington, USA. Hampden-Turner, C.; Trompenaars, F. (2000) Building Cross Cultural Competence, Yale University Press, New Haven & London. Hodgetts, Richard M.; Luthans, Fred. (2000) International Management Culture, Strategy and Behaviour, McGraw-Hill, New York, USA. Hofstede, G., Hofstede, G. J. (2005) Cultures and Organizations: Software of the Mind, 2nd edition,, McGraw-Hill, New York, USA. Trompeenars, F.; Hampden-Turner, C. (1997) Riding the Waves of Culture, 2Rev Ed edition , Nicholas Brealey Publishing Ltd. [...]