fluffy orange final

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Fluffy Orange PRCorporate Communication

Workshop

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Fluffy Orange PRUnderstanding Cross-cultural management

• Cultural knowledge

• Corporate culture stereotypes

• Appropriateness of management style

• Cultural dimensions

• Non verbal communication

• How to avoid conflicts

• Conflicting cultures

• Psychological barriers of expatriates

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History of PR in China

1980 Western PR

1980 - 1985 ‘Ms PR’

1986 – 1989 Beginning of PR professionalism

1989 – 1992 ‘Rethinking period’

1992 – 2000 Declining of PR

2000 - 2011 PR revitalized

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History of PR in America

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1980 600 University PR

courses

1999 CPRE report release

2003 Over 20,000 PR students

2004 – 2011 PR

dominance

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Corporate culture

“Corporate culture is a pattern of

assumptions, invested, discovered, or

developed by a given group, as it

leans to cope with the problem of

external adaption and internal

integration, that has worked well

enough to be considered valid, and be

taught to new members, as the

correct way to perceive, think, and

feel in relations to these problems.”

Schein (2004 : 21)

(Thompenaars and Hampden – Turner, 2004)

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International variation in preferred corporate cultures

(Thompenaars and Hampden – Turner, 2004)

Incubator – Person culture Guided missile – Task culture

Family – Power culture Eiffel Tower – Role culture

• mex• sco

• mal

• aus

• fin• nzl

• irl

• can

• us• uk

• nor• swe

• bra

• ger

• cub

• chi• ind

• spa

• jap • pol

• ita • fr

• bel• por

• swi

• den

Informalism

Egalit

ari

anis

m

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Areas influenced by corporate cultures

Corporate culture

Source of cohesion

Power orientatio

n

Management style

Principle of control

Definition of

excellence

Attract, retain and motivate

talent

Reward staff

Assess improvem

ent

Develop staff and leaders

Effect change

Use of money

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Different approach in Chinese and American organizational culture

Management styleDepth of mutuality | Team objectives and goals

Power orientationPowerful personalities | “Knowledge is power”

Principle of controlDeeply respected persons | Integrity of own solutions

Definition of excellenceHigh level of social influence | Achieve desired results

Motivate talentLoyalty and trusted “insider” | Effective solutions

Reward staffDeep respect | Admiration

Effect changeKey power to respected “insiders” |Spontaneous self organization

Use of money A token of respect | Symbol of success

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Management styles

The seven key methods of managing successfully across cultures

• Hierarchy

•Group focus

• Relationships

• Communication

• Time orientation

• Change tolerance

• Motivation

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Cultural dimensions

Power distance

Masculinity vs.

femininity

Individualism vs.

collectivism

Uncertainty

avoidance

Long term vs.

short term

orientation

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Psychological barriers of expatriates

Unwillingness to learn,

embrace and adapt

Psychological

adjustment

International

adjustment

Socio-cultural

adjustment

Psychological

barriers to

adjustment

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Conflict in cultures

Differences in Origins, Values, Norms

Differences in Expectations, Objectives, Strategy

‘Sharing the same bed, but having

different dreams’

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How to avoid conflict

Use humour carefully

Mimic body language

Better follow, than

lead

Learn a few words in Chinese

Be punctual

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Non Verbal Communication

“The most important thing in

communication is to hear what

isn’t being said.”

Peter F. Drucker

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Practical tips I

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54

3

2

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Practical tips II

Avoid prolonged eye contact

Silence- viewed as restful

ChineseHigh-context

culture

Use moderate gesturing

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What to wear

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Thank you for attending

Questions?