1st Edition

The International Manager A Guide for Communicating, Cooperating, and Negotiating with Worldwide Colleagues

By Frank Garten Copyright 2015
    424 Pages 34 B/W Illustrations
    by Productivity Press

    Currently, internationally dispersed teams are commonplace among global companies. Managers are often aware conceptually of the different dimensions of culture, yet struggle to translate these concepts into their daily activities. This book gives managers insight into specific techniques they can use to better manage their intercultural teams and deal with partners, suppliers, and customers from other countries. It gives practical strategies for how to apply popular management models in other cultures.

    All intercultural problems initially manifest as communication problems. For this reason, The International Manager starts with practical insight into interpersonal (verbal and non-verbal) communication against a cross-cultural background. The element of culture is added with the introduction of the Hofstede model of culture. The book then applies these frameworks to four key aspects of the manager’s responsibilities: managing performance, managing teams, managing change, and managing negotiations. Along the way, the book provides 100 practical tips for successful intercultural cooperation that the manager can start using immediately.

    This book targets managers in companies whose business takes place in a global context. It should benefit globally operating product and marketing managers, engineers, project leaders, program managers, change managers, and specialists. Two specific groups that can benefit are managers who steer intercultural teams and managers who manage their company’s interaction with suppliers, customers, and partners from other cultures. With its vast amount of new practical tips, this book provides managers with an extremely useful reference they can rely on in their daily business lives.

    Foreword
    Introduction

    Interpersonal Communication: Taking, Giving, and Sharing Space
    Communicating Effectively
    The Three Dimensions of Communication
    The I-Dimension
    The You-Dimension
    The We-Dimension
    References

    When Communication Fails, Break the Pattern
    Techniques to Break through Ineffective Communication Patterns
    Framing and Reframing
    The Four Levels of Communication
    The Common Reality
    References

    What We Do Not Say: Nonverbal Communication and Emotions
    Something Is Not Quite Right—but I Am Not Sure What
    What Is Nonverbal Communication?
    Facial Expressions
    Body Language
    The Role of the Nonverbal in Working with Other Cultures
    Most Nonverbal Behavior Is Unconscious
    You Should Be Aware of the Impact of Your Nonverbal Communication on Others
    The Meaning You Give to Nonverbal Expression Differs per Culture
    The Role of Emotions in Different Cultures
    References

    Personal Preferences in Communication
    Confusion about Personal Preferences
    Dealing with Conflict
    Personality
    Extroversion vs. Introversion
    Agreeableness
    Conscientiousness
    Other Relevant Personality Traits for International Managers
    References

    Culture and Its Impact on Communication
    How Culture Is Expressed
    Cultural Stereotypes Only Exist in Your Head
    Our Culture Is Superior
    Intercultural Cooperation
    References

    Country Cultures: A Classification
    The Hofstede Dimensions of Culture
    Power Distance
    Power Distance in Interpersonal Communication
    Group Orientation (Individualism vs. Collectivism)
    Group Orientation in Business Communication
    Masculinity
    Masculinity in Business Communication
    Discussion Style
    Power Display
    Compensation
    Avoidance of Uncertainty
    Uncertainty Avoidance in Business Communication
    Long-Term Orientation
    Long-Term Orientation in Business
    Other Classifications of Culture
    Orientation on Content or Context
    Orientation to Task or Relationship
    Orientation to Harmony or Conflict
    Orientation to Time
    References

    Business Culture in Various Countries
    Asia
    China
    Hong Kong
    Taiwan
    Japan
    South Korea
    India
    Singapore
    Thailand
    Philippines
    Europe
    France
    Germany
    United Kingdom
    The Netherlands
    Belgium
    Spain
    Italy
    Scandinavia
    Russia
    Central and Eastern Europe
    Turkey
    United States of America
    Central and South America
    Brazil
    Argentina
    Middle East
    Saudi Arabia
    Israel
    Africa
    North Africa (Libya, Morocco, Tunisia, Algeria, Sudan, Egypt)
    West Africa (Ghana, Gabon, Gambia, Nigeria, Senegal, Sierra Leone)
    East Africa (Kenya, Uganda, Tanzania, Somalia)
    Southern Africa (Namibia, South Africa, Botswana, Angola, Mozambique, Zambia)
    Australia and New Zealand
    References

    Managing Performance
    Goal Setting: Setting Objectives and Communicating These
    Power Distance
    Individualism/Collectivism
    Masculinity
    Motivation and Empowerment
    Checklist for the International Manager: Motivation
    Performance Management
    Power Distance
    Individualism/Collectivism
    Masculinity/Femininity
    Checklist for the International Manager: Performance Management
    Dealing with Underperformance
    Power Distance
    Individualism/Collectivism
    Checklist for the International Manager: Dealing with Underperformance
    Learning and Development
    Power Distance
    Individualism/Collectivism
    Masculinity/Femininity
    Uncertainty Avoidance
    References

    Managing Teams
    Building Up the Team
    Decide on the Objective
    Prepare the Environment
    Select for Diversity
    Make It Work
    Building Trust
    What to Do to Build Trust
    Building Trust across Cultures
    Team Cooperation and Communication
    Decision Making in Teams
    The Five Dysfunctions of a Team
    The Five Dysfunctions of a Team
    Remote and Virtual Teams
    References

    Managing Change
    The Change Process
    The Role of the Manager in Change
    The Management Is in the Best Position to Decide What the Desired State Will Look Like
    Deployment Is a Process That Runs Top-Down
    The Lower Levels in the Company Are Not Involved in the Definition of the Desired State: They Simply Execute What the Top Has Decided to Deploy
    Creating a Climate for Change
    Implementing the Change
    Ensuring That the Change Lasts
    Dealing with Resistance
    References

    Managing Negotiations
    Two Types of Negotiations
    Distributive Negotiations
    Positions vs. Interests
    Integrative Negotiations
    When to Use Which Style?
    Preparations
    Interactions before the Start of the Negotiation
    Who Should Participate?
    Information Gathering
    Opening
    Relationship Building
    Seating Arrangements
    Making Introductions
    Atmosphere and Climate
    Surfacing Concerns
    Agenda/Timetable
    Positioning
    Communication Style for the Opening
    To Open or to Respond?
    Scale of the Opening Position
    Response to an Opening Bid
    Exploring
    Gathering Information
    Concessions
    Practical Tips
    Closing the Negotiation
    Deadlock
    The Deadline
    Closing the Negotiation
    Contract
    Evaluation
    Power Balance
    Tactics
    Take It or Leave It
    Give Me a Realistic Price
    The Bogey
    The Best Offer Wins
    Change the Procedure
    Use Time to Your Advantage
    How to Deal with Dirty Tactics
    Cultural Considerations When Using Tactics in Your Advantage
    Negotiating with Internal Stakeholders
    Power Distance
    Individualism/Collectivism
    Masculinity
    Uncertainty Avoidance
    References

    Appendix: Country Cultures Classified
    Index
    About the Author

    Biography

    Frank Garten is an independent business consultant, specializing in cross-cultural communication and cooperation. He advises and helps companies improve their cooperation with people from other cultures, and gives workshops, lectures, and training courses (both open and in-company) on this topic. Before publishing this book, Frank published the Dutch book Werken met Andere Culturen (Working with Other Cultures), and he frequently publishes blogs and articles on intercultural cooperation. Frank is based in the Netherlands, but facilitates personal development programs across the world in the areas of leadership development, communication, influencing, conflict management, and negotiation.

    "When intercultural cooperation gets difficult, the solution is in understanding your own impact on others, instead of trying to change the other person ... a strong book about personal development in a cross-cultural context."
    —Karola Japke, Deputy CHO, Teijin Ltd.

    "Offering a plethora of tips, this book is extremely useful and highly recommended to business professionals."
    —Frans van Houten, President and CEO, Royal Philips

    "The International Manager provides an insightful and thought-provoking plan for communicating with colleagues across the world."
    —Erin Meyer, Professor of Organizational Behavior, INSEAD

    "What makes this book so fascinating is that it not only provides leaders and HR professionals a structured and, above all, very practical approach to intercultural dialogue, but it also deals with human behaviors, feelings, and emotions across the world. A perfect mirror for corporate multinationals!"
    —Suzanne Bouman, Head of Human Resources & General Services, Roche Diagnostics