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Executive Summary .......................................................................................................................... 2


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.
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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.

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