One thing to remember is that obtaining a full cultural understanding of any culture is always a work in progress. Each experience within a culture has the potential to teach new lessons or expand on existing knowledge. As I do not have an abundance of travel under my belt, I enjoy reading and listening to the cultural experiences of others in hopes of gaining a better understanding about various cultures. My interest is heightened when it comes to stories pertaining to the global business market and how cultural knowledge plays a significant role. My heightened interest for this topic stems from an understanding of the significance of global relationships and trade in today’s global economy, and what our expanding global economy will demand of its leaders.

Photo retrieved from http://www.smartcitymemphis.com/2013/09/getting-worldly-about-the-global-economy/

In an article for the New York Times, Deb Weidenhamer, chief executive of Auction Systems Auctioneers & Appraisers, described her experiences in doing business in China (2013). In the beginning of the article, she talked of the preparations she took prior to doing business in China, such as books, tutelage, and firsthand knowledge (Weidenhamer, 2013). As her time in China progressed, she found her efforts toward cultural understanding rewarded by successful relationship building with her Chinese clients (Weidenhamer, 2013). Weidenhamer noted about the Chinese culture that, “Every encounter has a ritual to it, and the smallest details matter: the order of introductions, the seating arrangements, the gifts exchanged and even the topics discussed” (2013). Thus, her successes were no easy feat. Moran, Harris, & Moran (2011) highlight the importance of proper etiquette in the Chinese business culture. There are many Chinese customs that do not align at all with Western customs (Moran et al., 2011). For example, the Chinese culture emphasizes relationship building that may include the divulging of what Westerns would consider to be private information (Moran et al., 2011). Weidenhamer discusses this hurdle as she explains being questioned about her age and salary (2013). Despite overcoming many cultural hurdles and making strides with her Chinese clients, Weidenhamer made one mistake not easily mended (2013).

Photo retrieved from http://www.business-in-guangzhou.com/whats-the-most-painful-part-of-doing-business-with-china.html

After successfully hosting a business lunch, Weidenhamer prepared for her return to the United States for a few weeks (2013). On her way out, she was informed that the association’s chairman invited her fruit picking with other members of the association to take place the following day (Weidenhamer, 2013). She respectfully declined, thinking of the invite as a courtesy following her successful lunch, and boarded her plane to make it back to America to attend to other appointments (Weidenhamer, 2013). Upon returning to Shanghai later, she found out that declining the fruit picking offer was very offensive and the damage was not easily repaired (Weidenhamer, 2013). She found out she was perceived as arrogant and self-centered (Weidenhamer, 2013). Her Chinese clients seemed to be reciprocating the invitation they received for her luncheon by inviting her to pick fruit, a gesture which is important in the People’s Republic of China (PRC) (Moran et al., 2011).

After learning of her grave mistake, Weidenhamer asked her Chinese office manager why she did not advice her against declining (2013). Weidenhamer described the response from her office manager in the following statement: “Mortified, she told me she hadn’t even considered doing so: She felt it wasn’t her place to question me” (2013). China’s hierarchical society and “role fulfillment” mentality can easily be used to explain the actions of Weidenhamer’s office manager (Moran et al., 2011). This brings me back to my opening statement about how cultural understanding is an ongoing process, filled with many opportunities for success and much potential for failure. Weidenhamer found out the hard way that, despite much preparation, experience, and success, one mistake can serve as quite the set back (2013). Moran et al. (2011) summarize business in China stating, “It is recommended that the qualities that foreign businesspersons possess going to the PRC are dignity, reserve, patience, persistence, and a sensitivity to and respect for Chinese customs and temperament” (p. 337). I would add that a traveler, whether for business or pleasure, should maintain a high level of respect for any culture he or she is visiting, which means one must dedicate a lot of time and energy to cultural knowledge and understanding.

I encourage reading the full article by accessing the following link: http://boss.blogs.nytimes.com/2013/11/13/how-i-made-my-biggest-mistake-in-china-so-far/

I also encourage reading the comments attached to the article. The debate and insight shared within the commentary is equally intriguing.

References

Moran, R. T., Harris, P. R., & Moran, S. V. (2011). Chapter 12: Doing business with Asians and Australians. Managing cultural differences: Global leadership strategies for cross-cultural business success (8th ed.) (p. 323-390). Oxford, UK: Elsevier Inc.

Weidenhamer, D. (2013, November 13). How I made my biggest mistake in China (so far). The New York Times. Retrieved from http://boss.blogs.nytimes.com/2013/11/13/how-i-made-my-biggest-mistake-in-china-so-far/

From a business point of view, securing ties between countries often hinges on cultural exploration, understanding, and acceptance. The acceptance step is a critical part of working with diverse nations. Individuals, groups, companies, etc. must accept the fact that working in a global arena means working with nations unlike their own nation. Brazil has become a big player in the global economy and vital within the trade market (as cited in Moran, Harris, & Moran, 2011). Brazil’s natural resources appeal to many other countries, and its economy produces an array of products which appeal to trading nations (Moran et al., 2011). Additionally, Brazil is a growing economy that is expanding its industries at a steady rate (Moran et al., 2011). However, countries that wish to establish beneficial ties with Brazil must take the time to embrace the culture of Brazil. Likewise, if Brazil wishes to expand its economy and stand even taller in the global economy, Brazilians must invest time and effort into learning the cultures of other countries.

I’ve recently been interested in the relationship between the United States and China and what that relationship means for the United States economy, the global economy, and global trade. China continues to make big moves within the global economy making it a serious player in global business and trade. Recently, China has turned its attention to Latin America and continues to build relationships in various Latin states, one being Brazil. In 2011, National Public Radio (NPR) published an article online titled China And Brazil Warm Up Business, Culture Ties, written by Juan Forero (2011). The article highlights the power of cultural knowledge in establishing powerful global ties (Forero, 2011).

Photo retrieved from http://www.brecorder.com/world/global-business-a-economy/14479-china-seeks-to-broaden-trade-investments-in-brazil.html

Forero explains that China has approached Brazil in a very engaging manner (2011). China is prepared to show what it has to offer to Brazil, and in turn, China is willing to learn the Brazilian culture to better understand what Brazil has to offer China (Forero, 2011). China now has a strong relationship with Brazil and has become Brazil’s largest trading partner, taking the lead from the United States (Forero, 2011). With such a strong economic relationship, there is still a problem in cultural knowledge (Forero, 2011). Forero explains that, “the Chinese say Brazilian businessmen know very little about their country [China]” (2011).

Chinese businessmen have already realized the benefits of learning Portuguese and understanding the culture of Brazil in order to better work with the country and secure greatly desired commodities and natural resources (Forero, 2011). Many Brazilian businessmen are now exploring the Chinese culture to further build business and trade relations with China (Forero, 2011). An important question was posed by Marina Schwartzman, who works for the Brazil-China Chamber for Economic Development; Schwartzman posed the question, “How to do business in China if they don’t know anything about Chinese people?” (Forero, 2011). This very question highlights the power of cultural knowledge. Knowing who you are dealing with can help to secure beneficial ties and also to avoid taking detrimental steps within the relationship.

Photo depicts Brazilian President Dilma Rousseff and Chinese Premier Wen Jiabao. Photo retrieved from http://www.chinadaily.com.cn/world/2014xibricssummit/2014-07/16/content_17791905.htm

Moran, Harris, and Moran (2011) explain the Brazilian culture in terms of greetings, names and titles, hospitality and entertaining, appearance, hygiene, dress, gifts and bribes, time, communication, gender roles, and business negotiation. Thus, it is not hard to see how expansive a culture is and how involved one must be in order to gain a full understanding. China has seized the opportunity to embrace Brazilian culture as a means to secure a global relationship (Forero, 2011). I have my own qualms about China’s effect on United States business and manufacturing. I doubt how healthy it is to have trade relations with a country if that means sacrificing jobs and manufacturing within the United States. I also feel the monopolistic feel that surrounds trade with China. With my personal views aside, I cannot discount China’s tenacious efforts to expand it global presence via cultural knowledge, understanding, acceptance, and application. It cannot be denied that China has mastered the art of working with and within other cultures.

The following video is slightly outdated, but it still gives good insight into the growing economic relationship between Brazil and China:

http://https://www.youtube.com/watch?v=L6GyPROUzgQ

(VOAvideo, 2011)

References

Forero, J. (2011, June 29). China and Brazil warm up business, culture ties. National Public Radio (npr) (Special Series: China: Beyond Borders). Retrieved from http://www.npr.org/2011/06/29/137353744/china-and-brazil-warm-up-business-culture-ties

Moran, R. T., Harris, P. R., & Moran, S. V. (2011). Chapter 11: Doing business in Central and South America. Managing cultural differences: Global leadership strategies for cross-cultural business success (8th ed.) (p. 292-322). Oxford, UK: Elsevier Inc.

VOAvideo [Screen name]. (2011, September 13). Brazil and China help each other’s economy [Video file]. Retrieved from https://www.youtube.com/watch?v=L6GyPROUzgQ

 

Moran, Harris, and Moran pose the question, “Why do many leaders seem not to believe that they can also be learners?” (2011, p. 99). This is followed by further questions that delve into the realities of being a leader in a global world (Moran et al, 2011). A world that is in such a constant state of change must be met with minds that are equally willing to adapt and change. Janet M. Bennett (2009) states that, “For curiosity to thrive, the first action is suspending assumptions and judgments, leaving our minds open to multiple perspectives” (as cited in Moran et al, 2011, p. 99). For growth, there must first be a willingness to learn, followed by a readiness to apply what has been learned. However, application does not necessarily mean direct application. What I mean to say is, learning from others may lead to incorporating what has been learned, or it may mean discovering what will not work. This idea can be applied to cultural learning and global leadership/management. Moran et al. explore how cultural mergers can be beneficial and unsuccessful in different ways (Moran et al, 2011). For example, some aspects of Japanese management may meld well with American management, while some practices from each culture do not work well in the other culture (Moran et al, 2011). The real hurdle goes back to the concept of having an open mind and a willingness to learn and change.

Moran et al. discuss the importance of keeping up with our fast-paced world by embracing change as it comes (Moran et al, 2011). Leaders need to keep up with scientific, technological, economic, and industrial changes (Moran et al, 2011). There may be bumps in the road, as Moran et al. explain, “Perhaps the greatest challenge is for people to be more flexible in their mindsets, and willing to build continuing change into their lifestyles” (Moran et al, 2011, p. 112). The concept of learning from others and embracing change reminded me of NUMMI, which I learned about a while back in my education.

NUMMI stands for New United Motor Manufacturing Inc., which was an attempt by Toyota Motor Corp. and General Motors Co. to work together in a collaborative nature in order to learn from each other (Shook, 2010). The joint venture was a true exploration of the power of cultural influence, learning, and adaptation (Shook, 2010). John Shook looked back on the NUMMI experience and reflected on Toyota’s true willingness to learn from the venture (Shook, 2010). GM’s Fremont, California plant was in grave danger of deterioration had this joint venture not introduced new ideas and training from Toyota (Shook, 2010). Shook explained how the new training plan was implemented and started a complete turn-around of the Fremont plant employees (Shook, 2010). He stated that, “The only thing that changed was the production and management system–and, somehow, the culture” (Shook, 2010).

Photo retrieved from http://venturebeat.com/2010/05/27/tesla-paid-42m-for-nummi-but-doesnt-have-deal-to-build-cars-with-toyota/

Shook explained that the NUMMI experience gave him a new way of thinking from the general Western approach to organizational change (Shook, 2010). Instead of focusing on the mindset of everyone involved in the change, it is more effective to focus on the actions of those involved in the change (Shook, 2010). He summarized this lesson in the following statement, “It’s easier to act your way to a new way of thinking than to think your way to a new way of acting” (Shook, 2010). The rest of the article only further solidifies the positive results of the NUMMI experience (Shook, 2010). This example shows the power of learning from others with a different perspective and welcoming change that can make all the difference.

Photo retrieved from http://www.lean.org/shook/DisplayObject.cfm?o=1166

The challenges global leaders face in the twenty-first century include how to effectively deal with change and where to look for solutions to the problems they face. The answer may not be within the organization. The answer may not even be within the same culture. Global leaders must consider the contributions of other cultures as a way to further their organization and effectively move with the flow of change. Collaborative efforts like the NUMMI experience are the best way to learn and grow. The key is removing the fear or reservation of looking at differences as opportunity.

The following is a video about the start up of NUMMI and a look at the joint venture in its prime:

Video retrieved from https://www.youtube.com/watch?v=ZkiwJSAXgLw

References

Bennett, J. M. (2009). Cultivating intercultural competence. In D. Deardorff (Ed.), The Sage handbook of intercultural competence. Thousand Oaks, CA: Sage Publications.

Moran, R. T., Harris, P. R., & Moran, S. V. (2011). Chapter 4: Global leaders learning from others and change. Managing cultural differences: Global leadership strategies for cross-cultural business success (8th ed.) (p. 97-126). Oxford, UK: Elsevier Inc.

Shook, J. (2010, Jan. 1). How to change a culture: Lessons from NUMMI. MIT Sloan Management Review (Winter 2010). Retrieved from http://sloanreview.mit.edu/article/how-to-change-a-culture-lessons-from-nummi/

Having made some strides, women of the 21st century still face many hurdles on the path to equal standing with men in the professional arena. Moran, Harris, and Moran define the “glass ceiling” as, “…barriers to reaching the upper echelons of organizations” (2011, p. 141). These barriers, while having changed over the years, are still present. New research by the Pew Research Center reveals that the barriers women face are no longer focused primarily on work-life balance or motherhood, they are more focused on a double standard and unpreparedness for women to be in top leadership positions (2015). The study also highlights findings about gender discrimination and gender stereotypes that are still present in the 21st century (Pew Research Center, 2015). Moran, Harris, and Moran point out that this discrimination and stereotyping can lead to less challenging positions for women, a continued pay gap, corporate cultures tailored to men-only participation, limited access for women to information and connections, fewer women in training and “fast-track” programs, and more women in safe versus risky positions (2011).

I’ve seen TED talks with Sheryl Sandberg before, but I went back to re-view her talk on “Why we have too few women leaders” (TED, 2010). She gives three messages to women who want to stay in the work force (TED, 2010). The first message she gives is to “sit at the table” (TED, 2010). Sandberg goes on to tell stories on how women tend to underestimate their abilities and achievements. Essentially, she points out that women versus men support themselves less. In other words, women are less likely to be their own cheerleader.

Sandberg’s “sit at the table” advice got me to reflect on when I served as the Executive Assistant to the Command Chief (who is the highest enlisted individual on base). In the weekly staff meetings, which took place in the Wing Commander’s office, my chair was often on the side of the room, next to the big conference table. I generally just took down notes and gave responses if they were asked of me (which was rare). After I was settled into the position, I was part of a team put together to organize a big DV (distinguished visitor) event. The Commander called a meeting of the minds in the main conference room and asked that we all sit at the table. Looking back, I can see a real change in my mentality from sitting at the side of the room versus sitting at the table. I felt engaged at the table, and I felt like my input was encouraged, accepted, and valid. As Sandberg proclaims, “No one gets to the corner office by sitting on the side, not at the table” (TED, 2010). Thus, an important part of closing the gaps that exist between men and women in the workplace is for women to jump in and be heard.

Both the Pew Research and the Sandberg talk reveal that women and men, given the same qualifications, are seen as equally competent (Pew Research Center, 2015 & TED, 2010). Yet there are still stereotypes and tendencies that leave women scrounging to keep up with men to hold top leadership roles. Moran, Harris, and Moran suggest benevolent sexism and hostile sexism as possible sources of this struggle for women (2011). In essence, benevolent sexism is the mentality that women need to be coddled to some extent, while hostile sexism places women below men (Moran, Harris, & Moran, 2011). Moran et al. and Sandberg discuss ways in which women can overcome the obstacles, mentalities, and stereotypes that threaten to hold them back (2011 & TED, 2010). Moran et al. suggest boosting self-confidence, overcoming challenging situations, having a different voice, and having a unique leadership style (2011). It’s important to consider the challenges women face in leadership in order to see positive change. It seems women leaders face a more mental battle than one that is based on capability or skill set. It may not be so easy to change the mindset of the masses, but women can start by making changes individually by means of changing how they think and approach leadership. By “sitting at the table” (TED, 2010) women can advance within their company or office, which will further benefit women on a global scale as they serve in more global leadership positions. They can break through the glass ceiling in-house and throughout other cultures via global expansion.

References

Moran, R. T., Harris, P. R., & Moran, S. V. (2011). Chapter 5: Transcending culture: Women leaders in global business. Managing cultural differences: Global leadership strategies for cross-cultural business success (8th ed.) (p. 127-155). Oxford, UK: Elsevier Inc.

Pew Research Center (2015, Jan. 14). Women and leadership: Public says women are equally qualified, but barriers persist. Retrieved from http://www.pewsocialtrends.org/2015/01/14/women-and-leadership/

TED [Screen name]. (2010, Dec. 21). Sheryl Sandberg: Why we have too few women leaders [Video file]. Retrieved from https://www.youtube.com/watch?v=18uDutylDa4

I’d like to open up a discussion on real experience and the realities of walking in someone else’s shoes. I was working the other day and a customer came in and ordered some food. Upon realizing that there was a 50 cent charge for the condiment side he wanted, he developed an attitude and declined the condiment with a statement about the price being outrageous. I shrugged it off at the time as an unreasonable customer, but it did get me thinking. He really has no room to complain about something he likely knows nothing about. Sure we all complain about the prices of things these days, but you have to consider a business owner. The main goal of a business is to make a profit. Take the food business as an example; the owner has to purchase all the necessary items for the store. Therefore, that owner needs to price these items higher than what he/she originally paid in order to make a profit. So looking back, I think it was out of line for that customer to come into a place of business and expect certain items to be free because he does not like the price. My opinion is that he would have a different outlook if he were running that business and saw what it takes to make a good profit. I give this example because I think it very closely applies to cultural knowledge and understanding.

I regularly hear and see a lot of opinions of other cultures. I have made and voiced my own opinions at times. But the reality is, these opinions, statements, actions, etc. against or in favor of other cultures need to be made on a foundation of knowledge and true understanding. Our text looks at the Vietnam War dialogue cited in McNamara et al. (1999, p. 91) that considers two very different perspectives on the objectives in the Vietnam war from an American Colonel and a Vietnamese Colonel (as cited in Moran, Harris, & Moran, 2011). This shows that, while we all may have our opinions on the Vietnam War, it is important to consider the realities of both sides. However, gaining an understanding does not mean taking one side or the other, it means being educated before forming thoughts and opinions. Without education on other cultures, there is the risk of ethnocentric behavior.

Without an appreciation and acceptance of the differences between cultures, ethnocentric behavior can set in and lead a person to believe that their culture is paramount to other cultures (Moran et al., 2011). Opening your mind to another culture can be difficult, but it can open many doors in terms of what you can gain from cultural relationships (Moran et al., 2011). Global leaders can profoundly benefit from cultural open-mindedness because it means looking at the positive benefits of diversity (Moran et al., 2011). Our text summarizes this idea well in the following statement, “Cultural understanding may minimize the impact of culture shock and maximize intercultural experiences, as well as increase professional development and organizational effectiveness” (Moran et al., 2011, p. 28). However, it is not always easy to consider information that conflicts with our strong opinions, ideals, values, etc.

I was struck by the Herald Tribune article by Nicholas D. Kristof about how people tend to block conflicting information (as cited in Moran et al., 2011). His article expresses how people tend to agree that differing opinions is healthy, but when the time comes, they block out these differing opinions and safeguard their long held beliefs (as cited in Moran et al., 2011). This reminded me of a talk radio session I was listening to the other day. An individual called in and told the host how much she appreciated his show but she was sorry to report that she did not agree with him on the specific topic at hand. This prompted the host to let all his listeners know that he welcomes a difference of opinion. He said that if we all agreed on everything then life would be boring. I think this is an extremely valid point to remember, especially when considering and learning about other cultures. You may not agree with all the information you take in, but it is important to take it in none-the-less.

One big take-away from this week’s lesson is that it is more beneficial to work with differences than against them. This doesn’t necessarily mean that you have to accept all differences, but you can use them to make educated decisions and form sound opinions and thoughts. Sometimes when I find myself in the same disgruntled position as that customer, I try to stop and consider the other side of things. This consideration gives me time to look at a different perspective and consider my choices and thoughts on the matter. I think this step is important for global leaders when looking at other cultures. They have to consider each culture from many different angles in order to gain a full and substantial understanding. This understanding is so important in the interconnected and globally expanding environment that we live in.

References

McNamara, R.S., Blight, J. G., & Brigham, R. K. (1999). Argument without end (p. 191). New York: Public Affairs.

Moran, R. T., Harris, P. R., & Moran, S. V. (2011). Chapter 1: Global leaders and culture. Managing cultural differences: Global leadership strategies for cross-cultural business success (8th ed.) (p. 2-36). Oxford, UK: Elsevier Inc.

Greetings from Lucy Martin!

Hello everyone, I am currently a full-time student through Penn State World Campus using my G.I. Bill from my time in the military. For now I also work part-time at a local coffee house for extra cash. As mentioned, I was in the Air Force for five years and separated to follow my educational goals. My husband is still active duty Air Force and we recently moved to Cherry Hill, NJ through my husband’s military orders to McGuire AFB. We had been stationed at Little Rock AFB, AR for four years prior to our move to NJ. We were excited for the move as it brought us closer to family. I grew up in Lititz, PA (about 1.5 hours from Cherry Hill), and most of my family is still there. After my time in the military I have really been focused on school, so my professional life has been on hold. I feel very fortunate that I could do this given my husband’s job and the fact that we have not yet started a family. However, I have been putting my resume out there and looking at options given the fact that I will be graduating in May. My goal is to work for a company that is affiliated in some way with the welfare of animals. My long-term goal is to find a career that I enjoy to the point of it not feeling like work. Another life choice I recently made that could fall under long-term goal is to buy more items made in America. While that is not always easy, I have at least tried to stop buying items from China. I actually bought my nephew a toy recently for Christmas. I searched high and low and finally found a big plastic school bus made in the U.S. It’s hard, but not impossible.

Most of my leadership experience comes from my time in the military. However, I have been able to apply those lessons and experiences in every aspect of my life. I believe it is important to understand that leadership applies to all different aspects of your life. I also think you can learn the most about your leadership by interacting with leaders who are different from you. Every leader has walked and continues to walk a different path than yours, but their steps may help you in your own journey. I’m not sure that I have a favorite leadership quote, but there are a lot of great ones out there. My favorite ones are those that allude to the fact that leadership is not about one person. Leadership is so much about the relationships between people and how one person influences the next. I also like quotes on the strength of leaders, because I feel that leadership is not always easy. A person who steps up to the plate when the odds are against them is a real leader in my opinion. In other words, a true leader will not just lead when it is convenient.

Now I will delve into a few fun facts about myself. My husband and I only have two furry children for the time being, Penny and Boo Boo. Both are miniature dachshunds, one short-haired and one long-haired. As far as special interests, I do enjoy doing art from time to time. I went to art school for a year before the military and found that I just enjoyed it more as a hobby. I mainly paint with acrylic and draw with pencil and charcoal. I also have a huge interest in sign language. Once I graduate in May I plan to take classes to become fluent in the language. An unusual hobby that I wish I could afford is interior decorating. I love designing and furnishing my house. My next project, once we save up, is to do our master bedroom. Needless to say, I watch HGTV religiously. Overall, I’ve tried to make it a goal to experience as much as I can in my life. I’m always making new goals, and even if I don’t realize all of them, it is good to have them. I am thankful for what I have today and hopeful for what I will have in the future.

-Lucy Martin