This document discusses the importance of cross cultural communication in joint ventures particularly with different cultural backgrounds. The biggest obstacle to efficient cross cultural communication is a disinclination to place in the expert and requirements needed to solve the toughest problems as specified above. Multinational businesses are out facing new competitions to their internalize communication structures because of major formations brought about through incorporation, curtailment, amalgamation, accomplishments and mergers.
This document discusses the importance of cross cultural communication in joint ventures particularly with different cultural backgrounds. The biggest obstacle to efficient cross cultural communication is a disinclination to place in the expert and requirements needed to solve the toughest problems as specified above. Multinational businesses are out facing new competitions to their internalize communication structures because of major formations brought about through incorporation, curtailment, amalgamation, accomplishments and mergers.
This document discusses the importance of cross cultural communication in joint ventures particularly with different cultural backgrounds. The biggest obstacle to efficient cross cultural communication is a disinclination to place in the expert and requirements needed to solve the toughest problems as specified above. Multinational businesses are out facing new competitions to their internalize communication structures because of major formations brought about through incorporation, curtailment, amalgamation, accomplishments and mergers.
Introduction ......................................................................................................................................... 3 Cross culture communication in JV ............................................................................................. 3 Joint Venture between Siemens and Zhozhou .......................................................................... 3 Cultural Shock between German and Chines Employees ................................................. 4 Responsibility - German view on Chinese Employees ...................................................... 4 Conclusion ........................................................................................................................................... 4 References .......................................................................................................................................... 5
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Executive Summary In business cross cultural communication falls between any two or more companies irrespective of their location. The constant business partner from the next door has some other way of presenting the data or information, communicating business rather than company. To get efficient business organization necessary to be sensitive to the constant issues of cross- cultural communication. This present document briefly discusses the importance of cross cultural communication in joint ventures particularly with different cultural backgrounds. This document discusses the view of the employees participated in the joint venture and discusses their view on the participating company.
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Introduction
The biggest obstacle to efficient cross cultural communication is a disinclination to place in the expert and requirements needed to solve the toughest problems as specified above. Cross cultural obstacles are very easy to negotiate with few objective and well qualified support (Clausen, 2007). Cross culture communication in JV
Multinational businesses are out facing new competitions to their internalize communication structures because of major formations brought about through incorporation, curtailment, amalgamation, accomplishments and joint ventures.
No idea on investment in cross cultural language and training results deficiency of internal coherence. Effective loss of customers/clients, poor staff holding, lack of competitive knowledge, conflicts in internal, stress, poor productivity and no co- operation between staff are all results of poor cross cultural communication (Okoro, 2013).
Cross cultural communications staff work with multinational companies to eradicate the above sequences of poor cross cultural programs. Form these sequences consultants can recognize common obstacles to effective communication within companies. Joint Venture between Siemens and Zhozhou
In March 1997 DJ1 electric locomotive was developed by Siemens confide by china national machinery import and export in that 20 sets of dual heading locomotives were manufactured and supplied. In that 20 sets, first 3 sets were manufactured by Siemens and the rest 17 sets were manufactured by Siemens traction equipment Ltd., Zhozhou (STEZ) - the joint venture of Siemens, Zhuzhou electric locomotive works and CSR Zhuzhou electric locomotive research institute Co., Ltd. The 20 sets of locomotives will be exported to Baoji locomotive depot of Zhengzhou railways bureau and used in the north section of Baoji-Chengdu railway. CSR Luoyang Locomotive Co, Ltd. has been engaged in maintenance of DJ1 electric locomotives since 2010 (Electric Locomotive, 2013).
Multinational joint ventures are the many common forms of strategic bonds and it has been hash out by several authors and researchers in detail. By (Culpan, 2002) IJV involved in two or more firms from various countries to work together in creating an own business unit by giving their resources. On other hand (Wallace, 2004) says joint venture as to achieve a particular outcome need to work together which does not been possible to overcome by working as single. The outcome result is to gain growth and productivity, and the joint ventures normally provides the most specific platform to finish this task. If we go through both definitions, we could very easy to recognize the following list of three variants: 1. One or more own companies 2. A well delimitate purpose 3. The level of mutuality. 4 | P a g e
Cultural Shock between German and Chines Employees
Germans are straight forward to express their opinions but Chinese tend to take time to give their opinions. Weather is it true or not. In Chinese culture if a person is too straight forward they treat not matured or rude (Chinese4kids, 2014). Germans are like to live individual but Chinese are likes to live with lots of people. This the reason for depression rate is low in china. Germans are the meaning for punctuality but Chinese are more flexible about their timings. In German culture one to one contact but Chinese culture its compacted. In German culture they treat themselves they are big, while Chinese they much smaller. Germans likes to talk about any query or they handle any situation straight forward. But Chinese they dont handle directly. They handles without hurting anyone. German old age people likes to live far away for their family but Chinese likes to live with family. Responsibility - German view on Chinese Employees
We are much impressed by our Chineses co-workers and their very speed reactions. They looks like to open minded and they are willing to learn. Chinese dont like to take responsibilities on what is good and procedures. Chinese thinks in a stratified way and there is a little communication. They seem unwilling to take initial or make decisions. Recently they started not to come for meetings or them coming late. When we asked to talk about problem, they rare beat about the blush, and it is very hard to expect what they are thinking. Chinese smiles very polite and they says can do but they dont do anything. I always wish they make a note on the table and tell to us straight forward if they are struck anywhere to resolve the problem. Moreover Chinese people have efficient performance skills but no paper skills. Chinese have no trust or loyalty the will leave with us and join with competitors (GIBSON, 2011). Conclusion Be proactive. Initially start by directing on creating very trustful partnerships, not on the business at hand. Use some other cultural resonance. Accommodate your marketing stuff and business set about as necessary. Form a productive and effective interactions that sure a "win-win" for all companies and parties. Should design and develop a business strategies based life cycles. In short try to learn do's and donts on cultures of the country.
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References Chinese4kids, 2014. Chinese culture in picture,Chinese vs. German culture,General,Tradition and Culture. [Online] Available at: http://chinese4kids.net/a-visual-comparison-between-chinese- and-german-culture/ [Accessed 1 July 2014]. Clausen, L., 2007. Corporate Communication Challenges - A Negotiated Culture Perspective. International Journal of Cross Cultural Management, 7(3), p. 317 332. Culpan, R., 2002. Global Business Alliances: Theory and Practice. s.l.:Greenwood Publishing Group Inc. Electric Locomotive, 2013. DJ1 electric locomotive. [Online] Available at: http://www.csrgc.com.cn/g4240/s8112/t158321.aspx [Accessed 01 Jul 2014]. GIBSON, R., 2011. The Chinese-German team. [Online] Available at: http://www.business-spotlight.de/intercultural/case-studies/the- chinese-german-team [Accessed 1 July 2014]. Okoro, E., 2013. International Organizations and Operations: An Analysis of Cross-Cultural Communication Effectiveness and Management Orientation. Journal of Business & Management, 1(1), p. 13. Wallace, R., 2004. Strategic Partnerships: An Entrepreneur's Guide to Joint Ventures and Alliances. Dearborn Trade: A Kaplan Professional Company.