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Fluffy Orange PR Corporate Communication Workshop

Ioana Ruxandra Mindruta Oliver Bailey Oana Stefancu Anastacia Psarra 1

Fluffy Orange PR Understanding Cross-cultural management • Cultural knowledge • Corporate culture stereotypes • Appropriateness of management style • Cultural dimensions • Non verbal communication

• How to avoid conflicts • Conflicting cultures • Psychological barriers of expatriates


History of PR in China 1980 Western PR 1980 - 1985 ‘Ms PR’ 1986 – 1989 Beginning of PR professionalism 1989 – 1992 ‘Rethinking period’

1992 – 2000 Declining of PR 2000 - 2011 PR revitalized 3

History of PR in America 1980 600 University PR courses

1999 CPRE report release 2003 Over 20,000 PR students

2004 – 2011 PR dominance 4

Corporate culture “Corporate culture is a pattern of assumptions, invested, discovered, or developed by a given group, as it leans to cope with the problem of

external adaption and internal integration, that has worked well enough to be considered valid, and be

taught to new members, as the correct way to perceive, think, and feel in relations to these problems.”

(Thompenaars and Hampden – Turner, 2004)

Schein (2004 : 21) 5

International variation in preferred corporate cultures Incubator – Person culture • mex

Guided missile – Task culture

• sco • mal • aus


• fin

• nzl

• can • nor

• us

• irl

• ita

• chi

• spa

• ind

• jap

• pol

• bel

• fr

• uk

• bra

• swe • ger

• swi • por

• den

• cub

Family – Power culture

Eiffel Tower – Role culture Informalism (Thompenaars and Hampden – Turner, 2004) 6

Areas influenced by corporate cultures Use of money

Effect change

Management style

Develop staff and leaders

Power orientation

Corporate culture

Assess improvement

Source of cohesion

Reward staff Principle of control

Definition of excellence

Attract, retain and motivate talent


Different approach in Chinese and American organizational culture Effect change Key power to respected “insiders” |Spontaneous self organization

Definition of excellence High level of social influence | Achieve desired results

Principle of control Deeply respected persons | Integrity of own solutions

Power orientation Powerful personalities | “Knowledge is power”

Motivate talent Loyalty and trusted “insider” | Effective solutions

Reward staff Deep respect | Admiration

Management style Depth of mutuality | Team objectives and goals

Use of money A token of respect | Symbol of success 8

Management styles The seven key methods of managing successfully across cultures • Hierarchy •Group focus • Relationships • Communication • Time orientation • Change tolerance • Motivation


Cultural dimensions Power distance

Long term vs. short term orientation

Uncertainty avoidance

Masculinity vs. femininity

Individualis m vs. collectivism


Psychological barriers of expatriates

Psychological adjustment

Psychological barriers to adjustment

Unwillingness to learn, embrace and adapt

International adjustment

Socio-cultural adjustment


Conflict in cultures ‘Sharing the same bed, but having different dreams’ Differences in Origins, Values, Norms

Differences in Expectations, Objectives, Strategy


How to avoid conflict

Use humour carefully

Mimic body language

Learn a few words in Chinese

Better follow, than lead

Be punctual


Non Verbal Communication

“The most important thing in

communication is to hear what isn’t being said.”

Peter F. Drucker


Practical tips I 3






Practical tips II

Avoid prolonged eye contact

Use moderate gesturing

Silence- viewed as restful

Chinese High-context culture 16

What to wear


Thank you for attending



China vs USA  

Differences between China and USA in a business setting