World Business Cultures - A Handbook
Overview
The latest edition of World Business Cultures – A Handbook shows readers how to create connections and win deals in global business, rather than committing clumsy and costly faux pas. It shows the reader how to assess and understand the business customs and thinking of other countries and customs, and how to mould your approach to achieve rapport and trust.
With this book, you’ll never get the tone of a presentation, negotiation or social meeting wrong again. It gives guidance on how to handle yourself in person-to-person situations, and in the digital world.
Warning: Not understanding different cultures could lose you business and money!
The book contains the following tools and checklists:
- The ECOLE system of understanding cultures
- Expectations
- Communication
- Organisation
- Leadership
- Etiquette
Plus:
- The Communication Framework
- RADAR system
- 80/20 principle
- Source guide: websites and other books
Read Barry Tomalin’s Q&A session on the latest edition of ‘World Business Cultures – A Handbook’
Book Details
- Format:
- eBook
- ISBN:
- 9781854188120
- Pages:
- 274
- Publication Date:
- 2014
Downloads
Content
Part One
Chapter 1: Culture is about perception
- Trust is the key
- Build trust with rapport and credibility
- The TRUST triangle
- Multinational corporations: one size fits all
- Isn’t it all about stereotypes?
- When do you need culture?
- Three ingredients of culture
- What are their expectations?
- How do they communicate?
- How do they behave?
- RADAR Five Alive
- Don’t forget the fun
Chapter 2: What do they expect?
- Where do our expectations come from?
- Cultural fears
- As for business, so for etiquette
- Tool 1: RADAR Expectations
Chapter 3: Why international communication goes wrong – and how to get it right
- Communication networks
- Communication flows
- Communication styles
- Tool 2: RADAR Communication Styles
- Does language matter?
- Using English
- Tool 3: The RADAR Use of English – six rules
Chapter 4: How to make an international presentation
- Attention spans
- Shall we start?
- How to get your message across – the Three S structure
Chapter 5: How to run international meetings
- Timing
- Punctuality is relative
- Types of meetings
- Who runs the meeting?
- Attitude to agendas
- Who sits where?
- Who speaks, who keeps quiet?
- Dealing with interruptions
- Meetings outcomes
- Translators and interpreters
- Simultaneous translation
- Virtual meetings
- Advice on video conference calls
- How to manage a meeting
Chapter 6: How to negotiate internationally
- The pitfalls of negotiation across cultures
- Using interpreters
- Status
Chapter 7: What not to do and what not to say
- Formality and informality
- Gift-giving
- Hospitality
- Who pays?
- Entertaining at home
- A word about superstition
- What not to say
- Ice-breakers and ice-makers
- Cultural fault lines
Chapter 8: Working in international teams
- ‘Team think’ or ‘me think’?
- Team players or family players?
- Fusion projects – the inclusive team
- Forming, storming, norming and performing
- You say tomato and I say tomato
- Individualism vs collectivism
- Team integration and team alienation
- Forming a new team
- Who’s running the team?
- Team process
- Leadership and consultation
- Risk-embracing or risk-averse
- How does the team produce results?
- What is the solution?
- Remote teams and virtual distributed teams
Chapter 9: International management styles
- Tool 4: RADAR Management Styles
- Tool 5: The RADAR Profile
- Tool 6: The RADAR System
Chapter 10: Going away and coming back
- Relocation
- Hardship posts
- Security
- Tom’s tips
- Culture shock
- The honeymoon
- How culture shock manifests
- Coping strategies
- Adaptation
- Integration
- Repatriation
- What the HR director can do to help
- What happens if it all goes wrong?
Part Two: Market profiles
- Tool 7: ECOLE
- Arabian Gulf
- Brazil
- China
- France
- Germany
- India
- Italy
- Japan
- Russia
- South Korea
- The United Kingdon (UK)
- The Unitied States of America (USA)