It is very challenging for an entrepreneur to start a new venture. The entrepreneur practically faces pots of challenges to start a new organisation and bring stability in the operation of the organisation. Thus an entrepreneur focuses on three important areas. They are planning, implementation and achieving the goals of the organisation. Andrew Beattie states that overcoming the challenges is the objective of the owner of the organisation (Beattie, 2012). The objective of this assignment is to open the new business by Zhejiang Tea Group which is a very popular company that exports tea to the global market. Thus there is a need for studying the culture of the country and to study the different cultural aspects so that the entrepreneur of the new business will be able to study the market, recruit the staff and manage the staff and make better communication both internally & externally. The cultural difference will reflect the cultural, social and business pattern of the Australian and China people. This will offer a better planning for entrepreneur of the business.
There is always a need for studying the differences between the two cultures before opening any business transaction. The entrepreneur of the Zhejiang Tea Group requires making an analysis of the cultural differences of Australia & China. This will help the management to make necessary improvements in the required areas so that the tea group will be able to sustain in the Australian market. Here the analysis made by Hofstede has been discussed has been discussed.
In the Australian organizations, the hierarchy has been set up for the convenient. The superior authorities of the organisation are accessible. The senior management of the organisation depends on the employees and team for the development of the organisation. The information is regularly shared between the managers and the employees of the organisation. The communication is very direct and informal in nature (GEERT HOFSTEDE, 2017).
In the context of China, there are inequalities. There is the difference between the senior and junior management. People do not have their aspiration for higher rank. There is formal power distribution in the culture (Hwajung, 2013).
The culture of the Australia is highly individualist culture. The society is loosely knit. The people take care of themselves and their families. The employees are self-reliant and they show initiatives in the workplace. Based on the merits hiring and promotion of the employees are made (GEERT HOFSTEDE, 2017).
In China, people work in groups not focus on the individual. In the group activities, the hiring and promotion become low. The commitment of the employee to the organisation is very low.
The Australian always tries to strive the best from their work. The success & achievement of their life makes them feel proud. The success determines their promotion and hiring in the organisation. At the individual level, the conflict is always resolved. The goal of the individual is to win (GEERT HOFSTEDE, 2017).
The Chinese prefer to work and sacrifice their family. For them, leisure time is not so important.
This reflects how the people of a culture get ready to face the future which is called uncertain. The people always expect a threatening situation may create problems for them in the future. In this case, the Australian remain in the between of the Hofstede assessment.
The truth is also given a due care in the business. The adherence to law & the rules are flexible. The organisations in the country are very small and medium size.
The culture is very important for the Australian. They believe in truth. They give more respect to the culture and traditions. They focus on achieving the quick response (Linghui & Koveos, 2008).
The people of China believe that truth depends on the situation. They show the ability to accept the tradition and also they change if they want.
The people of the country are very open and they want to express their happiness. They are very optimistic and they want to express their happiness. They prefer leisure time and to spend money for their leisure work
The society has a tendency to the cynicism. The people are also very pessimistic. The desires for leisure have not been found. The people believe that they are restricted with the social norms. They do not get involved in any wrong activity.
The people of China wear conservative dresses and they prefer to wear a formal dress in comparison to the Australians who prefer informal dresses. The China people always avoid the aggressive negotiation. They do not come to the workplace on time and they feel that punctuality is not important. They keep relaxed in the meeting time and talk to people with eye contact. They do not make small talk and expect people to wait awhile. But the Aussies do not avoid aggressive negotiation (swinburne.edu.au, 2015). They are very punctual and fond of very small talk. They consider punctuality is very important in the business and during the meeting they are very sincere. They make communication with the people through eye contact (Matthews & Thakkar, 2012).
The communication style of China People differs from the people of Australia. The China people talk directly with the others during making conversation. They are very direct in their communication. The Australians do not prefer direct eye contact when they make conversation with others. The people of Australia also prefer to make direct contact.
The cultural difference between China and China show that the entrepreneur of the restaurant requires having the ability to manage cross-cultural situations. The owner will have to study and recognize the cross-cultural difference (Martin & Nakayama, 2012).
The Australia is a beautiful land. It is an exciting place to visit. There fascinating areas and lovely local places. There are many great cafés in the country. The demand for the coffee and tea is very much. The people of the country are also fond of tea. The café culture has been witnessed since 1980’s and 90’s. Thus the proposal from opening a tea business in Australia will be very interesting. The following important requirements are needed top be followed by the management of the business when it will start its business in Australia.
The market of Australia is very potential for the tea business. There are many tea shops and tea houses. The global tea retailers have entered into the tea market of the country. The 80% of the population of the country live along the east coast of the country. The tea business will be very profitable as the market favors the business (Respecting Global Diversity, 2017).
The recruitment of the employees will be made from the country. The company will face difficulties in managing the employees of the country (Journalpsyche.org, 2016). The cross-cultural communication will be there. The Australian people are fond of freedom and they want to excel individually. In comparison to the China, they are very sincere to work independently. Thus the company will make recruitment of the people with some experience in the culture of China (Hilton, 2007). This will help them to resolve the gap between the different styles of working culture.
Cross-cultural communication is very important for the company. The company requires establishing workplace culture so that all employees will work with similar sets of rules and values. The manager should not involve in the personal and social pattern of the employees of other culture (Lowell & Thakkar, 2012).
Cross-cultural communication is a very important issue in every organisation that operates globally. People with a different culture, ethnic group, social pattern, and lifestyle are working in the company. Thus in order to establish the culture of the organisation the company needs to prepare organisational culture (Beattie, 2012).. This will help the employees to follow them. The managers of the organisation require working as per the individual and social needs of the employees. The manager will see that no harm in being made in the workplace that will not motivate people to work.
Cross-cultural management is a challenge for every organisation. The success of the company depends on how the employees are dealt and they are led to achieving the objectives of the organisation. The motivated employee only contributes to the growth of the company. The tea company will face a challenge from the employees from the different culture. The culture of the tea company is dominated by the culture of Chin. The culture is different from that of Australian culture. The management is very powerful in the culture of the Chinese companies. But in Australia, they are easily accessible. Thus the employee will find they are under control and they cannot work to excel in their respective field. Thus the role of the management is to reduce the cultural barriers so that the tea company will find it convenient to open its business in Australia.
Beattie, A. (2012). 5 Biggest Challenges facing Your Small Business. Retrieved from Investopedia: https://www.investopedia.com/articles/pf/12/small-business-challenges.asp
GEERT HOFSTEDE. (2017). GEERT HOFSTEDE. Retrieved from https://geert-hofstede.com/australia.html
GEERT HOFSTEDE. (2017). GEERT HOFSTEDE. Retrieved from https://geert-hofstede.com/china.html
Hilton, G. (2007). Becoming Culturally Fluent. Communication World, 34-36.
Hwajung, K. (2013). Understanding Cross Cutural Communications in the Busiuness Sector of South Korea: Case Study of Foreign Staffs in Korean Chaebols. Retrieved from cultualdiplomacy.org: https://www.culturaldiplomacy.org/pdf/case-studies/Hwajung_Kim_-_Understanding_Cross_Cultural_Communications_in_the_Business_Sector_of_South_Korea.pdf
Journalpsyche.org. (2016). Alfred Adler's Personality Theory and Personality Types | Journal Psyche. Retrieved from journalpsyche.org: journalpsyche.org/alfred-adler-personality-theory
Linghui, T., & Koveos, p. E. (2008). A Framework to Update Hofstede's Cultural Value Indices: Economic Dynamics and Institutional Stability. Journal of International Business Studies 39 (6), 1045-1063.
Lowell, C., & Thakkar, B. (2012). The Impact of Globalisation on Cross-Cultural Communication. In H. C. Montiel, Golbalisation-Education and Management Agendas (pp. 1-4).
Martin, J., & Nakayama, T. (2012). Intercultural Communication in Contexts. McGraw-Hill Humanities.
Matthews, L. C., & Thakkar, B. S. (2012). The Impact of Globalisation on Cross-Cultural Communication. In H. C. Montiel, Business, Management and Economics" globalisation - Education and Management Agendas (p. chapter 13). Open access: CC by3.0 licenc. Retrieved from https://www.intechopen.com/books/globalization-education-and-management-agendas/the-impact-of-globalization-on-cross-cultural-communication#
Respecting Global Diversity. (2017). Retrieved from Samsung Website: www.samsung.com/us/abountsamsung/sustainability/integritymanagement/download/RespectingGlobalDiversity.pdf
swinburne.edu.au. (2015, 06 23). Australian Workplace Cultural Communication. Retrieved from https://www.swinburne.edu.au/events/departments/current-students/2015/06/Australian-workplace-culture-revised.pdf
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