We naturally view the world from our own perspective and critically analyze that is different. Anything does not correspond to our perspective looks "abnormal", "inferior" or we don't feel comfortable or we are "afraid". But most perspectives are "normal" and respectable. People just have their own sources of of references and everyone think it is universal. If we don't know foreigners we will never be able to communicate with them: it is not only a matter of custom, language, food, etc. It is the understanding the influence of cultural factors on human behavior for which we must "think global and act local". If your partner discovers that you know his culture it will bring you a decisive "plus". That is why we decided to analyze the Chinese cultural system, and then reveal the implications for cross-cultural management and finally come up with a special training for the French business people who deal with their Chinese counterparts.
[...] S. R. Kao (Eds.), Social values and development: Asian perspectives, pp. 197-209, New delhi: sage Mead R. (1994), International Management: cross-cultural Dimensions. Blackwell Publishers, Cambridge. [...]
[...] Cross-cultural Management course, taught by Vincent Beauséjour, at the IAE of Lyon in Introduction to intercultural relationships, an international seminar taught by Thierry Savatier, TSR Consulting, January 2009-03- Geert Hofstede, Culture's consequences: International differences in work-related values, published in 1980-1991 and 2001, Beverly Hills: sage Bond M. H. and Hwang K. K. (1986), The Social Psychology and Chinese People, in Bond M. H. (Ed.) The Psychology of Chinese People. Oxford University Press, Hong Kong Bond M. H. (1988), Invitation to a wedding : Chinese values and global economic growth, in D. Sinha and H. [...]
[...] Part one: The Chinese cultural system linked to the special features of the Chinese management 1. First of all let us ask you a simple issue: what is culture? Culture is all the data acquired throughout our life. “Acquired” culture concerns all tacit rules of behaviour and thinking in front of multiple circumstances and mainly relationships. It belongs to our domain of unconsciousness. “Learned” culture is all we learn at school. Ratio Acquired/Learned culture is included in a 7/1 to 9/1 bracket. [...]
[...] Analysis of Chinese cultural system, its implications for cross-cultural management and the French business people who want to deal with Chinese counterparts Brief introduction Part one: The Chinese cultural system linked to the special features of the Chinese management 1. First of all let us ask you a simple issue: what is culture? 2. Introduction to the Chinese universe 3. Chinese philosophy for living and values 4. Chinese people and their group orientation 5. Chinese ideal of life Part two: Implications for cross-cultural management 1. [...]
[...] From the concept of the Mandarin has grown the view that officials, leaders and managers should be diligent, hard working and ambitious. It is their responsibility to bring forth sustained effort from workers within a social fabric, which meets the needs and aspirations of the wider community . which help us to come up with the concept of a “Chinese character” (Fan Ying, 1995) It refers to some national properties synthesized through complex processes of Chinese tradition and culture. It is a generalization of the Chinese personality traits, not necessarily a description of the individual behavior. [...]
using our reader.