Learning of Cross-Cultural Differences

This workshop aims to analyze key cultural issues and provide strategies and tools to manage cross-cultural differences between Australia and China. It focuses on expanding the three-tier trade relationship between the two countries.

Learning of
cross-cultural
differences
Student’s name
10/1/19

Designing Of workshop
• The workshop will be conducted in
Melbourne and will include the 100
participants from Sydney, Brisbane,
Melbourne, Hong Kong, Beijing,
Shenzhen and Shanghai respectively.
• The participants will be from different
countries so as to create holistic
structure that will help in learning and
acceptance of each other cultures.

Workshop Goals
 Growing relationships between China and
Australia has developed the emerging needs
to control the cross-cultural differences and
focuses on expanding the three-tier trade
relationship between Australia and China
(Moran, Harris & Moran, 2011).
 The workshop is designed to analyse the key
cultural issues and the remedies to manage
them by the application of various strategies
and tools.

Growing Relation
 It is analysed that in the earlier years
China has various restrictions n the
import and the exports of the goods.
 Now the country has remove its
restrictions and focuses on expanding
the three tier trade relations between
Australia and China(Dikotter,2015).

Workshop Objectives
 The objectives of the workshop are to analyse the
cultural issues that act as the barriers to expanding
the three-tier trade relationship between Australia
and China(Murphy & Reichard, 2011).
 The objectives of the organization will be attained
by providing a deep insight into the culture of
Australia and China by using the Hofstede model to
understand the difference between the cultures of
both countries.

Hofstede Cultural Model
 The model of Hofstede
consists of various
cultural dimensions that
help in analysing the
cultural differences
between the different
countries(Geert
Hofstede, 2018).
 Using this model the
workshop will provide
the insight into the
cultural differences
between Australia and
China

Cultural Differences
 The potential barriers that occur while expanding the
trade relations are the difference in the languages,
values and the customs of the employees of the
different organization.
 Low power distance in Australia as compared to China.
 High individualism in Australia as compared to China
(Triandis, 2018).
 Low degree of long term orientation as compared to
the country China.

Cultural differences
 Apart from the Hofstede cultural
dimensions. The language, values and
belief also affects the development of
trade relations within the countries.
 The difference in language creates
misunderstandings, changes in the
perception of the individual (Lovelock &
Patterson, 2015).

Development of the leader
 The business leader is the main
ingredient for the successful
expansion of trade relations
(Clinton, 2018).
 The workshop will focus to train the
leaders by developing the mental
models of the leaders and training
them to involve ceremony,
socialization, symbols, specialized
language in the
organizations(Hammond, Clapp &
Palanski, 2017).

Target Audience
 The main target audience of the
workshop will comprise the international
business leaders of the organization and
their subordinates.
 The participants will be business leaders
from the organizations of the country
China and Australia and the
subordinates of the leaders.

Designing of the workshop
 The workshop is designed by involving
the participants more in the process of
delivering.
 It will develop the activities such as
ceremony, efficiency test, training of
different languages and deep
understanding of the culture and the
values of both the countries(Triandis,
2018).

Logistics
 The potential barriers to the delivery of the
workshop were the absence of the
participants(Hou et al, 2018).
 Lack of interest in attempting the self-
assessment test.
 Lack of involvement in the activities involved.
 Personal attention to all the public involved.
 Changes in the perceptions and the
understandings are also the major issue
(Katan, 2015).

Tools and the Technology
needs
 The tools required in the implementation of
the activities at the workshop include:
 Mike
 Podium
 Whiteboard screen and the projector
 The chairs and conference room
 Caters
 Microphones (Paroutis, Franco &
Papadopoulos, 2015).

Contents
Time Key agenda item Description Facilitator notes
10:00-11:00 Registration of
the participants
This activity
will be the
registration of
the
participants
and the
fulfilment of all
the required
formalities
 Handouts of
the
schedule.
 Required
proofs
11:00-11:30 Introduction to
the workshop
It will provide a
brief
description of
the events that
will be covered
throughout the
workshop. It
will also cover
presenter
speech.
 The sitting
arrangemen
t of all the
participants
and
effective
delivery of
the speech.

11:30- 2:30 Delivery of
speech by
various
presenters
It will cover a
deep
understandin
g of the
cultural
differences
involved
• High
internet
accessibilit
y
• Whiteboar
d and the
projector,
mike, and
podium
2:30- 3:00 Lunch time Lunch time will
be provided
 Caters
3:00-4:00 Implementation
of activities
It will focus on
the practical
implementatio
n of activities
by involving
self-
assessment
test,
ceremony,
socialization
 Notepads,
hand-outs,
stationery
for
conducting
a test

4:00-5:00 The closing
of event,
summary and
query
session
It will
provide a
brief
summary
and solving
of queries
• Extra
mike for
solving of
queries
5:00- 5:30 Feedback form It will analyze
the feedback
of
participants
 Feedback
form and
stationery

Promotion tools and
technology
 The offline and the online promotional tools
required in implementation of the workshop
includes (Global Integration, 2019).
 Offline promotion
 Online promotion
 Social media
 Website
 Videos
 Live coverage

Details
 Title- Learning of cross-cultural
differences
 Date- February 2, 2019
 Length- Approximately 8 hours.

Registration
 The participants will be tracked through online filling of
the form and will provide the continuous reminder for
three days prior to initiation of the conference(Sit, Mak
& Neill, 2017).
 The registration will also be done offline on the same
day in the morning hours.
 Continuous reminders to all the organization leaders.

Evaluation
 After the close of the event the
participants will be required to fill
the feedback form .
 It will help in gaining the insight
of the strength and the weakness
of the workshop(Saucier et al,
2015).
 This feedback form will guide the
actions of the future workshops.

Follow Up
 This is the last part of the workshop
where the reaction of the target
audience will be covered.
 The reaction will be covered by
recording videos of the audience and
analysing the learning's they have
received from the workshop(Riversdown
House, 2019).

References
Clinton, R. (2018). The making of a leader: Recognizing the lessons
and stages of leadership development. United States: Tyndale
House Publishers
oDikotter, F. (2015). The discourse of race in modern China. Oxford
University Press.
Geert Hofstede. (2018). The 6D model of national culture [Online].
Available from: https://geerthofstede.com/culture-geert-hofstede-
gert-jan-hofstede/6d-model-of-national-culture/ [Accessed 10/1/19]
Global Integration. (2019). Cross cultural training [Online].
Available from: https://www.global-integration.com/global-
working/cross-cultural-training/ [Accessed 10/1/19]

o Hammond, M., Clapp, S, R., & Palanski, M. (2017). Beyond
(just) the workplace: A theory of leader development
across multiple domains. Academy of Management
Review, 42(3), 481-498.
o Hou, N., Fan, J., Tan, J. A., Hua, J., & Valdez, G. (2018).
Cross-cultural training effectiveness: Does when the
training is delivered matter. International Journal of
Intercultural Relations, 65, 17-29.
o Katan, M. (2015). Similarities and differences between
leadership development and leader development–review
of concepts. New trends in economics, management and
finance, 157.
o Lovelock, C., & Patterson, P. (2015). Services marketing.
Australia: Pearson

o Murphy, E.S. & Reichard, J.R. (2011). Early development and
leadership. United States of America: Routledge
o Moran, T.R., Harris, R P, & Moran, V.S. (2011). Managing
cultural differences .China: Elsevier Inc.
o Paroutis, S., Franco, L. A., & Papadopoulos, T. (2015). Visual
interactions with strategy tools: Producing strategic
knowledge in workshops. British Journal of Management, 26,
S48-S66.
o Parliament of Australia. (2019) Australia’s relations with China:
What’s the problem [Online]. Available from:
https://www.aph.gov.au/sitecore/content/Home/About_Parliam
ent/Parliamentary_Departments/Parliamentary_Library/
Publications_Archive/CIB/CIB9697/97cib23 [Accessed 10/1/19]

o Riversdown House. (2019). Cross cultural trainings,
workshops and seminar [Online]. Available from:
https://www.riversdown.com/about-us/cross-culture-
consultancy/ [Accessed 10/1/19]
o Saucier, G., Kenner, J., Iurino, K., Bou M. P., Chen, Z.,
Thalmayer, A. G., & Cankaya, B. (2015). Cross-cultural
differences in a global “survey of world views”. Journal
of Cross-Cultural Psychology, 46(1), 53-70.
o Sit, A., Mak, A. S., & Neill, J. T. (2017). Does cross-
cultural training in tertiary education enhance cross-
cultural adjustment? A systematic review. International
journal of intercultural relations, 57, 1-18.
o Triandis, H. C. (2018). Individualism and collectivism.
London: Routledge