Case Study: End of Chapter 4: China Myths, China Facts, respond to the Case’s Questions for
Discussion. (LO #2)
This is a 3 – 4 page paper. This assignment looks at the dimensions of culture and the need to test our
assumptions. Consider your sources for objectivity and reliability. Refer to the case study rubric in your
syllabus for guidance.
Chapter Four International OB: Managing across Cultures
117
Myth 1: Collectivism
term.
sion for many generations: “As a child I was punished for
stepping out of the box and told to be average.' But we
The part of the myth that's true: Business relation-
Reality: Individualism
ships and government policies are both built for the long
Wei Chen, a Chinese manager in Paris's luxury goods sec-
have left this mentality with a passion. In China, we are
“In the West we like to debate something, print it out, de-
so eager to move ahead. Westerners often feel our style is
bate it again, do some analysis," says British logistics ex-
pushy and aggressive." An executive at a Canadian phar-
ecutive Michael Drake. “But in China it’s, Right, we've
maceutical company points out, “There is an intense
decided, boom, off we go!Many participants believe the
self-interest [in China]—more important than company,
appetite for risk is tied to growth. Edith Coron, a French
in the West. The US is generally considered the most indi-
community, or nation. It is like nothing I have experienced intercultural consultant and coach, says, “In an environ-
ment where GDP is growing at over 10% a year, it's under-
vidualistic part of the world, but it has nothing on China.
standable that the level of entrepreneurship and risk taking
Interview subjects cited the Cultural Revolution, the one-
should be so high.” Chinese manager Wei Chen confirms,
child policy, and mass migration to big cities as factors in
"We don't want to lose a single minute. We have a lot of
the unraveling collective spirit.
confidence, and we are very comfortable with risk.
The part of the myth that's true: Decisions are often
The part of the myth that's true: Chinese workers often
made in groups, and the Chinese are highly skilled at work-
hesitate to give individual opinions or brainstorm openly
ing in teams.
when more-senior people are present.
Myth 2: Long-term deliberation
Questions for Discussion
Reality: Real-time reaction
1. Has this presentation challenged any assumptions you
Managers unanimously indicated that the speed of deci-
had about China and the Chinese people? Explain.
sion making and execution in China is extraordinary com-
2. Using your best cultural intelligence, how would you
pared with the West, where “we spend time trying to predict
adjust your behavior on a business trip to China?
the future and getting it wrong," says Frédéric Maury, a
French executive in technical services. “In China no one
3. What cultural adjustments will Chinese managers need
thinks about the future.” That's hyperbole, perhaps, but
to make if they want to effectively manage Americans
a manager who has worked for the World Bank in China
in the rapidly growing number of Chinese-owned busi-
nesses in the United States?
for a decade agrees with the sentiment, saying that ad hoc
logistics are quite common but amazingly well executed.
4. Based on what you just learned in this chapter, are you
"I've attended dozens if not hundreds of workshops in
more or less interested in getting a foreign assignment
China, and not one has gone according to plan. Things
some day? Explain.
change the night before: speakers, topics, even venues. But
it all always ends up working out fine.
Legal/Ethical Challenge
3M Tries to Make a Difference in Russia
..to
Background fact: Russia is the world's most corrupt major of life. But unlike many international companies, which
economy, according to Berlin-based Transparency Inter- try to distance themselves from such practices by sim-
national's 2010 Corruption Perceptions Index,
sliding ply banning them, 3M Russia actively promotes not only
to 154th among 178 countries and placing it alongside ethical behavior but also the personal security of its
Tajikistan and Kenya.98
employees.
3M's Situation: Russian managers aren't inclined
3M Russia also strives to differentiate itself from com-
reward people for improved performance. They spurn mak- petitors by being an ethical leader. For example, it holds
ing investments for the future in favor of realizing immediate training courses in business ethics for its customers. 99
that can reduce uncertainty. Add in the country's high po- Should 3M Export Its American
The Russian business environment can be corrupt 1. If 3M doesn't like the way things are done in Russia, it
shouldn't do business there. Explain your rationale.
gains. They avoid establishing consistent business practices
litical risk and level of corruption, and it's no wonder that
many multinationals have all but given up on Russia.
and dangerous; bribes and protection money are facts
Mor
Ethnocentrism,
Cultural intelligence, 95
High-context cultures, 97
Low-context cultures, 98
Polychronic time, 102
Proxemics, 103
OB in Action Case Study
China Myths, China Facts97
Anyone working with the Chinese will find a multi-
Chinese business culture is unique, but not in all the ways
outsiders tend to assume. To identify the most common faceted, fast-changing culture. As one respondent notes
myths, we interviewed dozens of North American and Eu- managers can tap Eastern and Western strengths alike h
ropean expats ("expatriots" who work in a foreign coun- learning the nuances of both business cultures and deod
try
) as well as some Chinese managers now working in the oping the flexibility to work in either one. "The Chinese
West, all of whom have spent at least three years doing will often pop in to see you with no appointment," says on
business in China. Our research uncovered three principal
uncovered three principal executive. "I've learned I can do this, too. If I have 30 min
myths, perpetuated informally through stereotypes and utes to spare, I just make a quick call from a taxi and visi
formally through management-training programs someone working in the area."
Graduate Case Study Rubric
Criteria
Ratings
Pts
Proficient - Identifies and
Basic - Identifies and
Poor - Identifies and
understands few of the
Excellent - Identifies and
Identification of the main issues understands all the main
and/or problems 3-5 issues and/or issues in the case study.
5.0 pts
problems. 10%
understands most of the
main issues in the case
study.
3.0 pts
understands some of the
main issues in the case
study.
2.0 pts
5.0 pts
main issues in the case
study.
0.0 pts
Literature research & review
Majority (at least 60% or higher)
of articles and/or references must
be within last 10 years. 15%
Excellent research with
clearly documented
associations between
problems or questions and
key course concepts and
good (3 or more) use of
corroborating sources.
5.0 pts
Good research and
documented associations
between problems or
questions and key course
concepts and some (2 or
more) use of corroborating
Limited research and
associations between the
problems or questions
and key course concepts
and little (1 or more) use
of corroborating sources.
2.0 pts
Incomplete research and
associations between the
problems or questions
and key course concepts
and no use of
corroborating sources.
0.0 pts
5.0 pts
sources.
3.0 pts
Analysis of the key issues All
issues must be analyzed. 25%
Insightful and thorough
analysis of all the key
issues.
5.0 pts
Insightful and thorough
analysis of most of the key
issues.
3.0 pts
Insightful and thorough
analysis of some of the key
issues.
2.0 pts
Incomplete analysis
of the key issues.
0.0 pts
5.0 pts
Alternative solutions and/or
options Provide method of
comparison between allernatives.
20%
Alternatives cover all the
key issues with method to
evaluate all equally.
5.0
pts
Alternatives cover most of
the key issues with
method to evaluate.
Alternatives cover some of
the key issues with
method to evaluate.
2.0 pts
Incomplete analysis of
alternatives with no
evaluation method.
0.0 pts
5.0 pts
3.0 pts
Observations and/or
recommendations on effective
solutions Include short-term and
long-term recommendations:
included should be realistic time
frames, designation of roles and
responsibilities of all stakeholders
and an appropriate evaluation
program, 20%
Well-reasoned, logical,
relevant observalions and
recommendations
on
effective solutions to most
of lle problems/issues.
5.0 pts
Solid, well-thought out
observations and
recommendations on
effective solutions to many
of the problems/issues.
3.0 pts
Shallow observations and
recommendations on
effective solutions to
some of the
problems/issues.
2.0 pts
Superficial observations
and recommendations on
effective solutions to a
few of the
problems/issues.
0.0 pts
5.0 pts
Writing Skills/Professional
Presentation includes overall
composition.structure.grammar,
spelling, and punctuation. 10%
Writing is totally free of
erammar & spelline errors.
clear concise and creative
presentation of ideas and
properly referenced.
There are few spelling or
grammatical errors. Most
ideas are clearly
presented and
rerurences are used,
3.0 pls
There are several spelling
or eramma ucal errors,
Some ideas are clearly
presented. References are
sporadic or not used:
2.0 pts
There are many spelling
errors and erammatical
mistakes. Ideas are hard
to follow. References are
not used:
0.0 pts
5.0 pts
Total Points: 30.0
- Pravious
N-
Purchase answer to see full
attachment