Appkodes Tinder Clone Script with Customisable Solutions.pptx
Professionalism in International Business: Building Cross-Cultural Competence
1. Hangzhou, February 2011
Prof. Dr. Hora Tjitra, Tang Wenjie & Zuo Haisu, Zhejiang University
Building
Cross-Cultural
Competence
Professionalism in International Business
Hampden-Turner, C. & Trompenaars, F.
(2000). Building Cross-Cultural
Competence. Yale
2. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
Books We Have Read
Business Across Cultures
By
Fons
Trompenaars
and
Peter
Woolliams
Building Cross-cultural Competence
By
Charles
Hampden-‐Turner,
Fons
Trompenaars
Riding The Waves of Culture
By
Charles
Hampden-‐Turner,
Fons
Trompenaars
2
3. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
3
14
years
in
Germany
7
years
in
China
Born
and
grew
up
in
Indonesia
Prof.Dr.Hora Tjitra - Excellence in Culture,Talent and Change
4. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
3
14
years
in
Germany
7
years
in
China
Born
and
grew
up
in
Indonesia
Prof.Dr.Hora Tjitra - Excellence in Culture,Talent and Change
Professional activities:
• Academic Teaching and Research,as well as Consulting,
Coaching,Training and Assessment in the area of:
- Cross-Cultural Awareness and Communication
- Cross-Cultural Issues in HR Management
- Corporate Learning and Development
- Executive Coaching and Assessment
- Global Leadership Development Program
- Facilitation of Strategic Conference
- Large Strategic Change Projects
International and National project references:
• BASF,Siemens,Dupont,Commerzbank,Hugo Boss,SAP,
Barco,GTZ,Telkom Indonesia,etc.
5. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
What to Talk Today
3-‐7-‐4
3
Rs
Recognize
Respect
Reconcile
7
Dimensions
universalism
vs
par3cularism
individualism
vs
communitarianism
neutral
vs
affec3ve
specific
vs
diffuse
achievement
vs
ascrip3on
sequen3al
vs
synchronic
internal
vs
external
control
4
Corporate
Cultures
Incubator
Guided
Missile
Family
Eiffel
Tower
4
6. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
Recognize,Respect,Reconcile (使和谐)
Recognize
Out
layer
is
what
people
primarily
associate
with
culture
Middle
layer
refers
to
norm
and
value
that
an
organiza3on
holds
Inner
layer,
the
level
of
unques3oned,
implicit
culture.
Respect
Reconcile
Different
culture
orienta3ons
and
views
of
the
world
are
not
right
or
wrong
–
they
are
just
different.
Wealth
for
effec3ve
business
is
created
by
reconciling
culture
5
7. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
Case Background
• MCC
is
a
very
successful
company
in
the
US.
• OperaEng
in
more
than
20
countries.
• Top
management
is
going
to
apply
a
number
of
policy
principles
over
the
world.
6
8. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
Case Background
• MCC
is
a
very
successful
company
in
the
US.
• OperaEng
in
more
than
20
countries.
• Top
management
is
going
to
apply
a
number
of
policy
principles
over
the
world.
Dutch
manager
I’ve
never
heard
such
a
crazy
idea.
6
9. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
Case Background
• MCC
is
a
very
successful
company
in
the
US.
• OperaEng
in
more
than
20
countries.
• Top
management
is
going
to
apply
a
number
of
policy
principles
over
the
world.
Dutch
manager
Before
the
Dutch
manager
tried
to
explain
why
the
idea
is
crazy,
the
Italian
manager
walked
out
the
room…
I’ve
never
heard
such
a
crazy
idea.
6
11. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
What is individualism-communitarianism?
The
extent
to
which
the
individual
is
self-made
and
the
extent
to
which
the
wider
social system is responsible for personal success
8
14. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
What is specificity-diffuseness?
Private
space
Public
space
Lewin’s
circles
10
16. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
What is sequential-synchronic?
Phenomena
1
Phenomena
2
Phenomena
3
Time
Phenomena
1
Phenomena
2
Phenomena
3
Time
12
19. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
You
are
a
passenger
in
a
car
driven
by
a
close
friend.
He
hits
a
pedestrian.
You
know
he
was
going
at
least
35
miles
per
hour
in
an
area
of
the
city
where
the
maximum
speed
allowed
is
20
miles
per
hour.
There
are
no
witnesses.
His
lawyer
says
that
if
you
are
prepared
to
tesEfy
under
oath
(宣誓)
that
he
was
only
driving
at
20
miles
per
hour
it
may
save
him
from
serious
consequences.
How is particularism-universalism measured? (1)
14
20. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
How is particularism-universalism measured? (2)
Percentage
of
respondents
opEng
for
a
universalist
system
rather
than
a
parEcular
social
group
(answer
c
or
b+e)
15
21. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
How is particularism-universalism measured? (2)
Percentage
of
respondents
opEng
for
a
universalist
system
rather
than
a
parEcular
social
group
(answer
c
or
b+e)
Linear profile
continuum (连续体)
15
22. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
How is particularism-universalism measured? (3)
Non-linear profile
16
23. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
How is particularism-universalism measured? (3)
Non-linear profile
Universalism
Particularism
a
e
d
b
c
16
24. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
How is particularism-universalism measured? (3)
Non-linear profile
Universalism
Particularism
a
e
d
b
c
16
25. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
Defining Corporate Cultures
publicly
and
collecEvely
accepted
“meaning”
“basic
assumpEons”
developed
as
the
group
or
organizaEon
learns
to
cope
with
its
environment
doing
things
around
here
17
26. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
Corporate Cultures - How It Works in Organisation
• The
general
relaEonships
between
employees
in
the
organizaEon.
• The
verEcal
or
hierarchical
relaEonships
between
employees
and
their
superiors
or
subordinates.
• The
relaEonships
of
employees
in
the
organizaEon
as
a
whole.
18
28. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
4 Corporate Cultures
Egalitarian
Hierarchical
People
oriented Task
oriented
19
29. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
4 Corporate Cultures
Egalitarian
Hierarchical
People
oriented Task
oriented
Incubator
•person
oriented
•power
of
the
individual
•self-‐realizaEon
•commitment
to
oneself
•professional
recogniEon
Guided
Missile
•task
orientaEon
•power
of
knowledge
•commitment
to
tasks
•management
by
objecEves
•pay
for
performance
Eiffel
Tower
•role-‐orientaEon
•power
of
posiEon
•job
descripEon
•rules
and
procedures
•order
and
predictability
Family
•power-‐orientaEon
•personal
relaEonships
•entrepreneurial
•affinity
•power
of
person
19
30. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
Transformation
Egalitarian
Hierarchical
People
oriented Task
oriented
Incubator Guided
Missile
Eiffel
TowerFamily
20
31. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
Transformation
Egalitarian
Hierarchical
People
oriented Task
oriented
Incubator Guided
Missile
Eiffel
TowerFamily
20
32. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
Transformation
Egalitarian
Hierarchical
People
oriented Task
oriented
Incubator Guided
Missile
Eiffel
TowerFamily
20
33. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
Transformation
Egalitarian
Hierarchical
People
oriented Task
oriented
Incubator Guided
Missile
Eiffel
TowerFamily
20
34. Hampden-‐Turner
&
Trompenaars:
Building
Cross-‐Cultural
Competence
Transformation
Egalitarian
Hierarchical
People
oriented Task
oriented
Incubator Guided
Missile
Eiffel
TowerFamily
20