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Cross Cultural issues: Airbus moving to China

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  1. French business culture
    1. History and religion
    2. Behaviour in Europe
    3. Habits and behaviour at work
    4. Work and social life
  2. China Business culture
    1. History and religion
    2. Habits and behaviour at work
    3. Work and social life
  3. Cross cultural analysis
  4. Plagiarism in China
  5. Managing comparison
    1. Chinese management
    2. Airbus management
  6. Solutions to Cross Cultural Issues
    1. Make an upstream effort
    2. Communicate with workers
    3. Training session
    4. Mixing Managers

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.

[...] 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. Solutions to Cross Cultural Issues Make an upstream effort Airbus is going to move to China. It's is not any company. [...]

[...] Cross cultural Analysis Hofstede's Analysis This graph is a comparison of Chinese and French culture: Hofstede's Cultural Dimension France China Masculine / Feminine Feminine Masculine Power Distance Low High Individuality/ Collectivist Individual Collective Long Term Orientation Low High Uncertainty High Low Trompenaars Seven Cultural Dimensions France China Universalism Formal rules Rules refer to situation Individualism Focus on Focus on group individual Neutral Hidden feeling Emotions acceptable Specific Separation of Integration of roles roles Achievement Earn Inherited status accomplishment Sequential Past events Planning future Internal Controlling Living in Harmony environment Plagiarism in China China has a lot of international agreements about intellectual property and patents such as the Paris agreement on intellectual property, the agreement which established the global organization of intellectual property, the treaty concerning cooperation about patents and 3 others about brand property. [...]

[...] Business Meetings Business meeting are avoided in July or August because it is a time of holidays You may be late to a meeting, but you must give a call to inform about the delay, and not be more than 15 minutes late. During a meeting the French discuss all aspects but they don't make any decisions. Exaggerated claims must be avoided as the French do not appreciate hyperbolic statements. Interrupting is allowed because it conveys that you are interested in your colleagues' ideas. [...]

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