A Leader Going on a Business Trip to China

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Introduction The current memo aims at providing feedback to Judith on the scenario and Judith’s performance. Firstly, the cultural mistakes Judith made during the meeting will be summarized. Secondly, the cultural dimension differences between individualism and collectivism evident during the visit will be explained. Thirdly, the degree to which Americans hold task-based versus relationship-based business styles in China will be evaluated. Moreover, recommendations on how Judith and Bo could build and maintain a cross-cultural work relationship by establishing trust and empathy will be derived. In conclusion, it will be evaluated on improving cross-cultural communication and cultural intelligence characteristics important for global business leaders.

Discussion Concerning cultural mistakes Judith made during the meeting, she was first not aware of the “slow start” that implies socializing comes before business conversations. It is fundamentally different from the Western approach, where a business meeting means to “drive right in there” and not postpone discussion on the meeting’s primary purpose. Secondly, Judith did not know that Chinese culture implies indirect communication. Her direct questions regarding the one-child policy are considered rude and aggressive to Chinese people (IBS, 2018). Moreover, Judith did not realize that communication with the company’s president is an essential part of establishing a business relationship in Chinese culture, as it demonstrates respect for hierarchies. Individualism versus collectivism is a vital topic evident in the case. The cultural dimension differences between American individualism and Chinese collectivism are clearly demonstrated. Judith concentrates on her impressions and feelings, whereas Chinese partners prioritize relationships inside the group by organizing collective dinners and tours. In Chinese culture, it is vital to achieve a friendly environment within the group, and people focus on building a relationship with others. As mentioned in the first paragraph, American culture is task and goal-orientated, whereas Chinese business culture is based on relationships with others. The American approach implies careful management of skills and time. Tasks should be accomplished professionally and efficiently. An ability to make independent decisions, individual responsibility, and persuasiveness are the essential characteristics of an employee. The Chinese situation is different: a relationship-orientated business culture, it implies goal achievement using another approach. Tasks are approached through business relationships perceived as the highest value, and a person’s identity belongs to its group. For a successful partnership, Judith and Bo should build and maintain a cross-cultural work relationship by establishing empathy and trust. As Judith and her team are in China, they should make an effort to understand and respect Chinese business culture. It can be done by sponsoring events for both companies to bring the relationship to the fore, which is vital for their Chinese partners. Moreover, as taking long meals is a priority in Chinese cultures, Judith and her American colleagues should consider it. Conclusion In conclusion, it will be briefly discussed how to improve cross-cultural communication and cultural intelligence characteristics important for global business leaders. To enhance cross-cultural communication, it is essential to be open-minded about learning and understanding other cultures. Besides, another way is to become more aware on a personal and organizational level. Concerning cultural intelligence’s main characteristics, they include the following: motivation to learn on other cultures, awareness of how cultures might affect human behavior, culturally sensitive behavior, and action plan to respond to cultural differences. References IBS. (2018). Differences between US and China business etiquette. IBS International Business Seminars. Web. e

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