Cross-Cultural Differences Between Doing Business in France and China

Since the start of the 20th century, with the fall of the Qing dynasty, when China was in shambles with no industry, a corrupt government and no international presence, all the way up until today, where China has evolved into one of the strongest internationally recognized countries with a highly globalized market, the relationship between the Chinese people and its government has been debated on whether or not Chinese society is one ruled and dominated by a central government or a society where social change occurred because of bottom-up forces leading to a government for the people. China, since 1949, has been a country, which has been run by a single party state, known as the CCP (Chinese Communist Party). The CCP is organized under the basis of a central, unchallenged party governing the people by the means of communism. Throughout the past century, the CCP has dictated and maintained a rule over the livelihood of its people by monopolizing Chinese politics and penalizing those who opposed it, through central command planning and on the other spectrum, radical economic reforms at the end of the 20th century in the interest of keeping the CCP in power.

A. Cross-Cultural Differences Company X is considering expanding its business to China. However, prior to moving into a new and foreign market, Company X must understand the various cross cultural differences that are relevant to properly conducting business in China. By being more sensitive to and understanding the cross-cultural differences, Company X's transition into the new market should be less challenging and improve its chances of acceptance. Language, work ethic and material culture are three cultural differences that should, first, be understood prior to pursuing opportunities in China.

Every country differs in culture which has been there for centuries. The international market is growing rapidly, with more and more multinational organisations entering new markets each day. In this assignment I will evaluate how the difference in cultures affects the performance of international businesses.

China has always been renowned for being successful in the domains of science and arts, however in previous decades, China has been ravaged by famines, civil discomfort and foreign outsourcing. China was consumed by this injustice until well after the Second World War when Mao Zedong introduced Communism adapted from the U.S.S.R, and created an autocratic socialist system which imposes firm constraints upon the Chinese social, political and economic system. It wasn't until the 1980's China's following leader Deng Xiaoping who focused focused on developing China into a

It is lucky for us that Chinese history is full of mostly reliable facts and documentation, although it mostly focuses on the small minority (the wealthy). From the documentation we are able to understand much of China’s progression during their classical period (Roberts & Westad 2014). In the Chinese culture the elite survived dynasties and empires, which kept China on the same course throughout this time (Roberts & Westad 2014). Although, China existed in an Asian world in which there was plenty of interaction of all forms going on, China was less accessible to alien influence; this is believed to be because of the traditional foundation that the civilisation was based upon (Roberts & Westad 2014).

It is crucial for today's business personnel to understand the impact of cross cultural differences on business, trade and internal company organization. The success or failure of a company, venture, merger or acquisition is essentially in the hands of people. If these people are not cross culturally aware then misunderstandings, offence and a breakdown in communication can occur.

In multinational workplaces understanding how important the significance of cultural differences is larger than we might think. Organizations that are diverse have to work together because their functionality impacts the productivity of the workplace. It is vital to have an understanding the different cultures to develop a strong organization. Certain principles will help you acknowledge that different cultures exist within the organization. As a manager, you have to analyze the reasons for the development of the differences and

Cultural differences between countries have strong effects on individual personality and behavior, as well as on organizational culture (Hofstede 2001). These differences can be a significant barrier for an international business leader. Failure to understand and adapt to these differences may

Mismanaging cultural differences can render otherwise successful managers and organisations ineffective when working across cultures. As stated byOsland (1990, p. 4) ``The single greatest barrier to business success is the one erected by culture''. Hofstede (1983) defines culture as "the mental programming of the mind which distinguishes the members of one human group from another" (Hofstede 1983 p. 25). Through the comparison of Chinese culture and Australian culture using Hofstedes five cross-cultural dimensions: power distance, uncertainty avoidance, masculinity, individualism, and long-term orientation an insightful view into the differences and similarities of the cultures can be obtained (Chong & Park 2003). Human Resource Management

With the unstoppable trend of globalisation, it becomes extremely significant for international businesses to have a thorough understanding of different cultures. Hofstede (1980, pp. 21-23) defines culture as ‘the collective programming of the mind distinguishing the members of one group or category of people from another’. This essay examines Hofstede’s cultural framework and suggests that Hofstede’s cultural framework is an outstanding and authoritative tool to analyze culture differences. In this essay, cultural frameworks will be discussed firstly, following by a discussion of my cultural scores and background. Finally, recommendations on cross-cultural management between China and Australia will be provided.

In this era of Globalisation, cross cultural management is the biggest challenge that is faced by the organisations. Within the business context, cross culture refers to interaction between different cultures. Cross cultural management refers to managing the employees from different cultural background in one environment (Adler, 2008). Cross culture management is a significant issue within the organisations as the success of an organisation depends upon the smooth interaction of the employees. This paper is aimed at providing insight on the cross cultural management and the main issues and challenges relating to cross cultural management. For the purpose of this paper, two articles, “Cross-cultural Differences in Management”, by Amman & Jordan

Whenever a company is entering a new market it has to take into consideration the cultural differences between countries. Based on the case study analysis, the difference between the two countries in terms of eating out habits and eating preferences seem not to be understood by the Denver headquarter. Denver headquarter believes that it can enforce the same business model applied in the U.S to its stores in China, regardless of local preference. In addition, Foster seems to lack knowledge about the Chinese culture because she was not familiar with the market in China, as she had no experience working internationally. There was a lack of cross-cultural communication between Chen and Foster; even though, Chen had experienced both cultures while studying abroad in the U.S.

Our four bordering cultures clearly all have very different business orientations. Though German business culture might anticipate explicit instructions from their management concerning what their roles and functions involve, the French business culture might prefer an implicit understanding of their roles´ function and the responsibility attached to it. The Italian culture would appreciate a manager with whom they can have a reciprocal relationship in an environment where responsibility, obligation and loyalty are needed within working relationships. Last, British business culture would value indirect and diplomatic communication, along with the qualities of modesty, reservedness and fair play.

Managers were concerned about knowing and understanding each and every perspective of their employee’s cultures. As they know that without studying or knowing the culture, coordination cannot be built between the employees. It is the existing perspective of managers dealing with cross-cultural management (Sultana, 2013).

Effective cross-cultural management has to be grounded in a detailed knowledge of individual cultures. Discuss using examples from two multinational companies.