University of Hertfordshire | “Consider the cross cultural management implications for a UK manager undertaking an international business assignment to another country” | 5BUS1052- Cross-Cultural Management | | Module Leader: Susan DebenhamWords: 2171 |

Contents | Page | 1.0 Introduction | 3 | 2.0 Intercultural Differences | 3 | 3.0 Hofstede | 4 | 4.0 Trompenaar’s Seven Dimensions | 6 | 5.0 Cultural dimension of Hofstede and Trompenaars | 7 | 6.0 Conclusion | 8 | 7.0 Recommendation | 8 | 8.0 References | 9 |

1.0 Introduction
As globalization quickening its pace, more and more corporations become increasingly interested in the markets outside their home countries boundaries. In a culture-rich developing country like China, when tangible regulations and laws are still far from being complete or flawless, people’s mentalities, values and customs should be the No.1 subject foreign corporations considering expand to China ought to study---in order to determine whether their product/service/corporate culture will be able to adapt to the Chinese culture and accepted by the Chinese society. Usually the larger adaptability capacity they have, the higher chance of success the firm will possess.
2.0 Intercultural Differences
The major differences between UK and Chinese culture include language, history, religion, politics, geography, and economic structure. While each of these aspects led to cultural differences that make each culture distinct and appealing, they become barriers in the course of everyday business. However, these cultural differences need to be recognized before they can be interpreted. When these differences can be understood, business practices can be adjusted to accommodate differences, and communication between UK and Chinese cultures can be achieved in a mutually comprehensible manner.
2.1 Language
One of the most difficult obstacles to overcome of any culture involves language. The Chinese are making efforts to learn additional languages, including English. Additionally, Britain’s are putting an emphasis on learning different languages in business schools. Using smaller phrases, such as “thank you” and “please” is known to be a sign of goodwill. Breaking language barriers allow for cultures to share both ideas and engage in social bonding.
2.2 Methods of Greeting
When people are introduced to each other for the first time in Chinese culture, the normal greeting is to shake hands. As opposed to English culture, the Chinese are not used to hugging, especially between men and women.
2.3 Concepts of Time
The difference between Chinese and English cultures with regards to the concept of time differs in terms of everyday tempo. Britain’s are fast paced, and always aware of the time. They always appear to be busy, and are seemingly always in a hurry. In reference to business, employees in the UK culture expect efficient negotiations, quick decisions, and agreements that are always successful. In China however, Britain’s must become more patient with time.

3.0 Hofstede:
Hofstede’s four bi-polar dimensions of Individualism-Collectivism, Power Distance, Individualism, Masculinity, Uncertainty Avoidance and Long term orientation (Hofstede, 2012) will be used to explain the acculturation issues between the UK and China.
Individualism refers to the strength of the ties people have to others within the community (Hofstede, 2012). Which means that every person is expected to look after him or her and immediate family only. The high individualism countries such as UK are wealthy and more relevant to protestant work ethic. In addition, there is more individual initiative and promotions depend on market value. On the collectivist side, people in communities are integrated and cohesive in groups and extended families, consisting of grandparents, aunts and uncles, always look after each other. The high collectivism countries such as China (20) are less individual initiative and