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Summer 2009 Issue CONNECT is the quarterly magazine of the EU-China Managers Exchange and Training Programme (METP) and the EU-China Managers Association (EUCMA). CONNECT is free of charge. Please contact us for subscription or additional copies. CONNECT is also available for free download at www.metp.net.cn. CONNECT is published with financial assistance from the European Commission. The views herein in no way reflect an official opinion of the Commission.
Editorial
METP at a Glance: An exciting Opportunity for Business and Career Development in Europe and China 项目简介：推动中欧商贸发展和人才培养 INTERCULTURAL TRAINING
Editors Xu Liang, Dr. Stefan Hell Rachel Zhao, Alessandro Celestino Contact EU-China Managers Exchange and Training Programme (METP) Suite 507, Towercrest Plaza No.3 Maizidian West Road, Chaoyang District Beijing 100016, P.R. China Tel.: +86-10-8458 0585 Fax: +86-10-8468 0965 Email: info@metp.net.cn Web : www.metp.net.cn
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中国－欧盟经理人交流培训项目
Bridging Continents – Forging Links METP Outward Bound Training Intercultural Training at CEIBS Meeting the Practitioners Chinese and European Managers Jointly (Re)Discover Shanghai Business Strategy for a Sino-European Joint Venture METP on the Move “Interculinary” Training as Intercultural Training Garden Party Towards international Excellence Interview with Wang Fuming
中国北京市朝阳区麦子店西路3号 北京新恒基国际大厦507室
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邮编：100016 传真：+86-10-8468 0965 电子邮箱：info@metp.net.cn 网站：www.metp.net.cn
Design & Layout by Yang Yanchao, Dr. Stefan Hell Copyeditor Jan Barker Printed in 2,000 copies by
EUCMA
电话：+86-10-8458 0585
EUCMA Gets Busy in 2009 A Cross-cultural Approach to Human Resource Management in China My Challenge: Going to Europe My Challenge Coming to China
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METP in the Press
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METP News
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Editorial
Dear Reader,
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e are delighted to inform you that METP will be extended by one year to allow for a fifth training intake. This decision by the European Commission and the Government of China underlines the relevance of an initiative like METP, not least in times of economic crisis, and is a reaction to the positive feedback we have received during recent years, from both in Europe and in China. METP 5, the fifth training intake, is scheduled to start in May 2010 and will run until early 2011. We expect to have additional 100 places available, which means up to 50 Chinese and 50 European managers will have the chance to participate in this extraordinary programme. The deadline for applications will be set shortly and it will most certainly be around the turn of the year 2009/2010. If you or any colleagues are interested in applying, do visit the METP website (www.metp.net.cn) regularly to check for updates or simply email us (info@metp.net.cn) and let us know that you are interested in METP 5, and you will automatically receive all necessary information when it is available. METP 4 began in May 2009 and we are devoting most of the present issue of CONNECT to the intensive, colorful and fun start of that training intake and its 105 participants. The feature on intercultural training will give readers a detailed impression of the diversity of the training in Beijing and Shanghai, in terms of activities, contents and training methods. At the time of writing, METP 3 participants have only a few weeks to go before completing of their training and the METP Office is busy preparing the graduation ceremony for all 87 METP 3 participants for 17 August 2009. The interview in this issue of CONNECT is with Prof. Wang Fuming, METP coordinator at the University of International Business and Economics (UIBE). Prof. Wang discusses the development strategy for UIBE and explained the role of METP within that strategy. UIBE is the training institution for European METP participants in Beijing, where they receive seven months of Chinese language instruction and which oversees their three months of internships. As usual, we would like to close with a sincere invitation. If you wish to become involved in METP’s training activities as an individual manager, company, or partner, we would be delighted to hear from you. The METP website with the most comprehensive and up-to-date information on our programme is only a click away, so do visit us at www.metp.net.cn and have a look around the site.
Xu Liang METP Project Director
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Dr. Stefan Hell METP Team Leader
项目简介 推动中欧商贸发展和人才培养 006年7月启动的中国-欧盟经理人交流 培训项目是中国和欧盟在国际贸易领 域 开 展 的 政 府 间 合 作 项 目 。在 中 欧 关 系 日 益 紧 密 的 今 天 ，本 项 目 致 力 于 人 力 资 源 开 发 ，以 达 到 提 高 从 事 中 欧 商 贸 交 流 的 人 才 数 量 和 质 量 的 目 的 。项 目 计 划 分 别 在 中 国 和 欧 洲培训中欧经理人各200名并资助他们到中 欧企业或机构实习。 项目的中方执行机构是中国国际贸易促进 委员会。中国商务部是项目执行的中方主管部 门； 欧洲委员会驻华代表团是项目的欧方主管机 构。 项目执行期为四年， 总预算为23000000欧元。 项目培训分为五期进行： 一期培训已于2007 年8月启动， 二期培训于2008年3月启动， 三期培 训于2008年10月启动， 四期培训于2009年5月启 动，第五期培训计划于2010年5月启动。所有培 训费用将由项目承担，并为每位参训经理人提 供生活补贴和旅行补贴。 参训中国经理人和欧洲经理人将首先在北
随后， 中国 京展开为期两周的跨文化交流培训。 经理人将赴欧洲三所知名商学院（巴黎高等商 学院－欧洲管理学院、曼彻斯特城市大学商学 院、布鲁塞尔自由大学索尔韦商学院）接受7周 量身定制的管理培训。 培训结束后， 项目将支持 中国经理人在欧盟企业或机构进行为期7到21 周的实习。 同时， 欧洲经理人将在北京的对外经济贸易 大学接受为期7个月的全职汉语语言培训， 期间 还将参加文化及商业主题的研讨和访问活动。 培训结束后，他们将在中国的企业或机构实习 三个月。 所有的项目参与者都可以加入中国欧盟经 理协会。该协会是已顺利实施的中国－欧盟青 年经理人培训项目的校友联谊会。管理协会的 理事会由选举产生的志愿者组成。其宗旨是为 参与项目的经理人提供更多后续支持，提供各 类商务联谊活动机会，从而扩大会员的商务联 系网络。
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METP at a Glance: An exciting Opportunity for Business and Career Development in Europe and China
T
he EU-China Managers Exchange and Training Programme (METP), launched in July 2006, is a fiveyear intergovernmental cooperation project between the European Commission and the Government of the People's Republic of China in the field of international trade. Located in the dynamic context of continuously developing relations between the EU and China, the programme aims to enhance business expertise by developing European and Chinese human resources. METP's main purpose is to organise training and financially support internships for 200 Chinese and 200 European managers. METP is implemented by the China Council for the Promotion of International Trade (CCPIT) in close consultation with the Ministry of Commerce on the Chinese side and the Delegation of the European Commission to China and Mongolia on the European side. Over four years the total funding for METP is 23,000,000 euros. METP Training is structured in five intakes: METP 1 started in August 2007, METP 2 in March 2008, METP 3 started in October 2008, METP 4 in May 2009 and METP 5 is scheduled to begin in May 2010. METP covers all tuition fees for participants, provides a generous living allowance and travel subsidies. Each of the five intakes starts with a joint two-week intercultural training for all selected Chinese and European managers in China. Following the intercultural training Chinese
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managers receive seven-weeks of tailor-made management training at three leading European business schools (ESCP-EAP, European School of Management, Manchester Metropolitan University Business School and Solvay Business School at UniversitĂŠ Libre de Bruxelles). After their training METP supports Chinese managers to take up internships of between seven and twenty one weeks with enterprises and organizations in the European Union. Following their intercultural training European managers begin an intensive, full-time seven-month Business Chinese language training at the University of International Business and Economics in Beijing; this is complemented by seminars and workshops on cultural and business issues. Afterwards they are also assisted to take up internships lasting at least twelve weeks with a company or organisation in China. European and Chinese participants of METP may join the EU-China M a n a g e r s Association (EUCMA), an alumni association originally set up for the JMTP (EU-China J u n i o r M a n a g e r s Tr a i n i n g Programme). EUCMA offers its members f u r t h e r assistance and a wide variety of additional networking opportunities and promotional events to continue the development of useful business contacts after the training.
Bridging Continents – F
More than 100 European and Chinese Managers Training for METP 4
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Forging Links
s at the Intercultural
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hat a marvellous start of the training!” “It’s so valuable to be part of this unique network from day one!” “I’ve learned more than I ever imagined in these two weeks!” Such were some of the reactions received from the 105 European and Chinese participants in METP 4 after the two weeks of intercultural training. The European and Chinese managers came together for the first time in China on 18 May 2009 and spent the following two weeks together in Beijing and Shanghai. On the next 10 pages, we want to bring you some impressions of the different elements and features of these two weeks, beginning with the outdoor training at the foot of the Great Wall. After two days of physical activities there, the group took the overnight train to Shanghai, where METP once again paired up with CEIBS, the well-known China Europe International Business School, for a series of lectures, podium discussions with CEOs and company visits. Shanghai was also the location for an entertaining and instructive treasure hunt, which left its impression not only on Europeans but also on Chinese participants, and even the Shanghai locals among them. Back in Beijing, the group was thrown into an intercultural business simulation, which had been tailored to fit this specific group of participants and had been expanded to include new modules and learning contents since the previous intake. Meetings with representatives of the China Council for the Promotion of International Trade and the EU Chamber of Commerce in China complemented this module, as did purposely selected dinners at European and Chinese restaurants. At the end of these unique two weeks of intercultural training, there was much to celebrate for some 200 participants, trainers, organisers and METP alumni at a big party, before the next phase of language study and management training awaited the group.
Special thanks to Mr. Liu Jiabing for providing some of the photo in this section.
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METP Outward Bound
The Intercultural Classroom at Ch
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fter the first day of orientation and the provision of some basic theoretical tools, all 105 participants in METP 4 left Beijing and headed towards the Great Wall for a twoday outward bound training course. This specially-tailored training involved getting one’s hands dirty, cooperating with and relying on the fellow participants
one had barely started getting to know. All training elements during these two days were designed to provide the experience and understanding of intercultural differences between participants and to develop strategies to successfully deal with these differences. In a general sense, the outward bound training created a climate for open communication
and the acceptance of different opinions. It helped build a relationship between the 105 individuals from China and Europe and fostered mutual learning. Depending on people from other cultures – the trust fall: Each participant falls from a 1.4 meter high platform into the arms of a group of people who do not know each other and have never 8
interacted before. The individual in an intercultural group – the spider web: Participants pass through a web of large or small holes without touching the web with any parts of their bodies or clothes, which requires communication of complex situations and actions among team members of different cultures. Decision-making in intercultural groups – building a tower: Groups are provided with plastic mats and must use them to build a tower as high as possible within a limited period of time, forcing them to communicate effectively and quickly develop communication strategies within the team. Negotiations across borders – tangram: Eight teams must solve complicated tasks under time pressure and only risk-taking and negotiation will lead to a satisfactory result. Understanding different value systems – the swamp: Two teams compete for limited resources
hina's Great Wall:
Training
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(wooden planks and ropes) to cover a distance, thereby understanding that competition and cooperation have different meanings in different cultures, while enhancing leadership and coordination capabilities Dealing with intercultural differences – the lonely island: Three teams are placed on different islands and each must complete a task. This focuses on developing an understanding of how to act within hierarchies, how to set and communicate priorities and apply different leadership skills within hierarchies At the end of day two teams finally had to build camps with unequally distributed resources on the foot of the Great Wall. This forced the teams to develop conflict resolution techniques, define and communicate processes and goals in an intercultural team and to develop a team spirit by employing motivational strategies.
Intercultural Training a I
n May 2009 METP and the China Europe International Business School (CEIBS) worked together to deliver the intercultural training for METP 4. As one of the leading business schools in the world CIEBS is one of the most prestigious addresses in Asia for degree courses and executive education. In partnering CEIBS, METP continues its success story, particularly that of our trademark intercultural training, which brings together managers from Europe and China. As in METP 3, CEIBS hosted the “Executive Business Training� module of the intercultural training and 105 METP 4
participants spent five days at CEIBS in Shanghai where the core sessions were taught by European and Chinese faculty members. Participants worked together to examine various areas of culture and management in a cutting-edge learning environment. Through joint classes in specialised workshops, participants familiarised themselves with the challenges to business experienced in Europe and China. They were also able to study economic conditions and explore issues of corporate governance and transparency in China and Europe. Trainers at CEIBS included well-known academic special-
ists as well as practitioners and international officials. Henri-Claude de Bettignies, Jinmao Wang, Juan A. Fernandez and Nandani Lynton, are all CEIBS faculty members and lectured on management culture, Chinese economy and the cultural and social dimensions of living in Europe and China. Rudie Filon and Alexandra Lehmann of the European Commission presented specific aspects of the European economy with its high degree of economic, financial, political and legal integration. Executives from European and Chinese legal consultants, finance and insurance companies were included in a roundtable discussion. 10
at CEIBS
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This training at CEIBS prepared Chinese participants for their further training and internships in Europe, on which they embarked in June 2009. For European participants the training provided a solid foundation of knowledge of the Chinese economy on which they will continue to build during their ten months of studies and practical business experience in China.
Meeting the Practitioners
O
ne entire day of the intercultural training was devoted to company visits in Shanghai. Participants split into four groups of around twenty to thirty persons and each visited a different company: Shanghai Mann-Hummel Filter Company, Rittal Electro-Mechanical Technology Company, Shanghai Highly Group and Shanghai Bao Steel Group. The companies were carefully selected from different industrial sectors and different forms of ownership, thereby providing participants with specific and
diverse insights into China's economy. Shanghai Mann-Hummel Filter Company, for example, is a German manufacturer of filters and other components for the automotive industry with nearly 70 years of history; Rittal ElectroMechanical Technology Company is a sought-after partner in all branches of industry and a true trendsetter in all segments of the IT market with a range of over 10,000 standard products; Shanghai Highly Group is a Chinese manufacturer of refrigeration equipment, and Shanghai
Bao Steel Group is the most competitive steelmaker in China. METP participants did not simply tour the factories, but also met with the senior management of the firms and had opportunity to discuss with them specific management issues in the fields of human resource, marketing, sales and finance. Back on campus, each of the four groups then gave a presentation of their company visit and discussed differences and similarities with the other groups.
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Chinese and European Managers
Jointly (Re)Discover Shanghai
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his intercultural training day for METP 4 began with a visit to the Shanghai Urban Planning Exhibition Center to give them an overview of Shanghai’s past and it’s future development. Afterwards the group split into eight groups to visit eight different places of historical and cultural importance in Shanghai: Huaihai Road, Lujiazui in Pudong, Hengshan Road, Nanjing Road, People’s Square, Bund, Yu Garden and Xintiandi. Each group had tasks to complete during which it was necessary for them to observe their surroundings carefully and to interact with the people they met. Following the visits the participants got together again to present what they had heard and seen and to review their experiences for the larger group. Presentations were diverse, as was to be expected from a group made up of so many different nationalities and backgrounds; some involved film, some music, others even spun their experiences into a romantic tale. Although each group and individual presented their own experience of just one specific part of Shanghai - concentrating on a single aspect of the city’s people, culture or history - the METP 4 group as a whole gained an in-depth view of the metropolis within only one, very active, day.
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Business Strategy
for a Sino-European Joint Venture
From founding a firm through competition to market dominance in two days with METP's InterAct business simulation
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he computer-based business simulation InterAct is one of the modules of the intercultural training for the METP 4 participants in which the participants learn more about European and Chinese business cultures by – interacting. The simulation was originally developed for around 20 participants from different countries by a team of researchers and business professionals at University of Jena in Germany. Four groups compete with each other, learning how to cooperate and ultimately setting up two joint ventures. After six trading periods during which the teams have to meet certain business targets and set objectives, one joint venture dominates its markets and thereby wins the business simulation. For METP InterAct was adapted for a much larger number of participants. Although the basic idea remains the same – creating joint ventures, taking economic decisions, competing on the world market and negotiating business strategies – the complexity of the simulation is reduced and more elements facilitating intercultural learning integrated. InterAct plays an important role within the overall concept of intercul-
tural training; it combines experiences of the outward bound training and the academic training the group received at the China Europe International Business School. InterAct offers participants the possibility to apply their knowledge and experience through several sequences and stages of the simulation. Plenary sessions provide a structure for InterAct to bring participants together to discuss specific topics and compare the situations of individual groups with those of their competitors. Negotiations, decision-making, risk behaviour in different cultures, time management, planning and meetings and business-related values are aspects of business life addressed during different stages of the simulation. Presentations from experts during the plenary sessions elaborate specific business topics and stimulate discussions among the participants. Ultimately, InterAct provides not only a valuable training experience but also contributes to the creation of a unique "METP culture" through the interaction of 105 individuals, in which mutual understanding and cooperation are promoted as the basis for future joint business projects.
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METP on the Move How over 100 Managers travelled through China without a map – and didn’t lose their luggage!
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us, train and plane – these were the means of transportation used by the METP group during their two weeks of intercultural training in Beijing and Shanghai. While taking buses and planes were tested modes of transportation used during the previous three instalments of intercultural training, taking the overnight train to Shanghai was a new idea, “We felt that taking a train was quite risky”, says Christina Liu, in charge of logistics at the METP Office in Beijing, “but we definitely wanted to try something new”. Her colleague Alan Sher adds: “We paid several advance visits to the Beijing railway station to make sure we were familiar with the place and procedures”. One Wednesday evening three busses then pulled up to the railway station and 105 METP participants got off. They had just completed their outwardbound training a few hours earlier and now had to find their way through the crowded station and security checks to their compartments in the right coach of the right train on the right platform. The METP Team was on full alert but all went smoothly and the train pulled out of the station with everyone on board. It turned out to be a fun-filled train ride, as pictures on this page show. As one participant put it “this is definitely better than the business trips I’ve become so used to!” Eventually everyone got at least a bit of sleep that night. Those who were up early the following day witnessed early morning impressions of industrial and suburban Shanghai and then the modern city centre as the train wound its way towards the station. Testament to the professionalism of the group, everyone was ready later that day for the start of the next training module at the China Europe International Business School.
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"Interculinary" Training as Intercultural Training Meals as an intercultural experience during the METP training
D
uring the two weeks of intercultural training for METP 4 food and drink were provided with great care. The highlights were two special evenings in Beijing: Chinese dinner in a traditional northern style Chinese courtyard and French dinner in traditional European style. The dishes served, as delicious as they were, were only one aspect of these meals. The Chinese imperial cuisine and French cuisine demonstrated clearly how meals can perform alternative social functions in different cultures and how ‘foreign’ some traditions can be around the dinner table. During the rejoicing and colourful atmosphere of the Chinese meal the European
participants learned about the table setting and seating habits for a Chinese dinner. Some of the European participants struggled with chopsticks whereas some of the Chinese participants found it hard during the French dinner to understand the use for such a variety of cutlery, plates and glasses. The whole group were able to learn from each other the important aspects of dining in different cultural settings and how to make a difference when hosting a dinner to facilitate successful business talks. All intercultural aspects and learning objectives aside though, the evenings were enjoyable for the happy diners whichever cuisine was on the table. 16
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n 29 May, after two weeks of very intensive training in Beijing and Shanghai, METP 4 participants were joined by METP alumni and friends for a garden party. It was arguably the nicest evening this early summer when around 200 guests socialised, ate, drank and danced the night away. As the organised part of the evening came to a close, many continued the party down the street, in typical fashion with K-TV (karaoke), proving that METP participants are as fun when partying as they are diligent and serious when studying!
A Garden Party to celebrate the successful completion of the METP 4 Intercultural Training 17
Towards inter
METP and th What is the practical setup at UIBE for the METP participants? UIBE has selected 18 highly qualified lecturers, designed a customized curriculum, and is providing excellent facilities to participants. Facilities include 12 classrooms for training activities, three offices for project management, meeting rooms, a language laboratory with modern technology, electronic access cards to UIBE library and cafeteria, and oncampus accommodation. In terms of project management, a management committee was set up with a vice president of UIBE as chairman and four further members, including a representative of Demos, the consortium partner of UIBE for the implementation of METP. Five teams were set up to handle the teaching itself, management, service and logistics, information technology, and financial support. These facilities and managing teams have been crucial in the successful implementation of METP. UIBE and Demos have been able to provide strong support to the programme through their close cooperation in all aspects. Could you give some details of the language training METP participants receive at UIBE? The language training consists of four modules: reading, speaking, listening and writing. The focus of all modules is to develop participants’communication skills in business Chinese during the classroom training as well as during activities outside the classroom. The training helps METP participants to build up a good foundation of business Chinese language for their China-related business activities. In addition to the Chinese language training, UIBE organizes social activities, lectures, seminars as well as visits designed to introduce Chinese business, culture, history, philosophy and customs during the seven-month period participants spend on campus. Accordingly, METP participants receive not only business language training but also update their knowledge of the Chinese economy, business environment, potential business opportunities, business negotiation skills and practice, financial system and reforms, and other regulatory issues. I am convinced that all participants greatly benefit from these training activities at UIBE.
METP participants are, of course, not regular language students but rather experienced business practitioners. How have you tailored the training to fit this specific group of persons? The training program was designed especially for experienced managers and has six main features, beginning with the size of classes. Although our obligation was to have no more than ten participants per class, the actual size of classes is smaller, between 3 and 7 participants only. Second, each training phase allows for a re-assessment of the level of each participant based on his performance in the previous phase. This allows tailoring the training even better to the individual participant over the course of seven months. Third, training activities are conducted differently for beginners, intermediate and advanced participants throughout the three training phases. As required and necessary, further adjustments within the beginners level are also made by re-organizing classes. Fourth, the content of the training is business oriented. Because participants are from different industries, their interests differ. 18
rnational Excellence
he Strategy of UIBE to position itself in a global Market CONNECT spoke with Wang Fuming, professor at the University of International Business and Economics (UIBE) in Beijing. Prof. Wang coordinates the training of European METP participants at UIBE. To date, UIBE has organised training for over one hundred METP participants since 2007. Therefore the contents of the training focuses on a variety of areas to meet their needs, such as economics, business, finance, manufacturing, investment, tax policy, service industry, logistics and transportation, media, consulting. For this purpose, new training materials have been designed during the past two years and are now put to use for the beginners level of METP 4 in particular. We will officially publish the new textbooks in September Fifth, UIBE consortium can provide an excellent environment for studying international business and economics on its campus. METP participants may easily practise their business Chinese with managers of master’s programmes and senior students of bachelor’ s programmes on campus. This is crucial for a business language training programme, as it a llows participants to make much better progress. Also, each METP is provided with a tutor who is carefully selected for his language skills and business background. Sixth and finally, we employ modern teaching methods. Most METP participants are experienced managers used to work at their companies for at least ten years, so they are not used to studying like normal students anymore. Therefore, technique and methodology play the most important role in the delivery of language training. We include case studies, real life learning, situational teaching, learning and teaching at outings, and role plays. All these methods create a more interesting environment, which encourages participants to learn business Chinese. Could you tell our readers what distinguishes business Chinese from standard Chinese language training?
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Each language has its own rules, of course, and Chinese is no different. General Chinese language shares its rules with business Chinese in sentence structure, grammar, general meaning, and as well as in pronunciation and writing. But business Chinese is different from standard Chinese in some aspects, mainly in that business terms have specific rules and meanings pertaining to a specific environment. Even if the nature of a character or a term is the same, they can indicate different things if they are used in business environment. Also, we must consider certain cultural aspects in business terms in order to learn the conventions and courtesy in business situations. How does METP fit into the overall development strategy of UIBE? The strategy of UIBE is to further internationalize and become one of leading universities in the world in the fields of international business and economics. UIBE is implementing this strategy in many ways such as international cooperation, global training, multinational collaboration in research activities, and curriculum designing and organization of professional training. METP is one of most important projects that provide an opportunity for UIBE to establish closer relations with European institutions and to forge links for future collaboration in global training programmes. Perhaps of the greatest value for UIBE is that METP helps to develop a capacity to work closely with international partners to provide the best possible service to global customers, especially considering the different needs of customers from different communities and cultures.
EUCMA
EUCM EUCMA EUCMA Gets Busy in 2009 This year marked the 10th Anniversary of EUCMA. It was a busy year, full of surprises and in many ways was also a rebirth for the Association, originally launched in 1999. It was not by chance that EUCMA experienced this regeneration; it was rather the surge of highly motivated young managers who joined with each new METP intake. The new members brought
with them open-mindedness and creative spirit and it was their effective teamwork that led to the successful events of earlier in the year. The contribution of the new Board, elected in December 2008, was also an important factor in the success of this year for EUCMA and confirms our confidence in the future development of the Association.
Here are some of the year’s highlights! 12th May Beijing “The Future of EU-China Commercial Relations”: The first public event of 2009 was jointly organized by EUCMA and the European Chamber of Commerce in China (EUCCC) and marked the inauguration of a new partnership between the two organizations. Around 150 people from various business sectors, institutions, Chinese and foreign media representatives as well as EUCCC and EUCMA members gathered at the Grand Ballroom of the Kerry Centre Hotel. The seminar was opened with welcoming remarks from Mr. Jacques de Boisseon, European Chamber Vice President and Mr Alessandro Celestino, EUCMA President.
T h e e v e n t wa s honoured by an exclusive briefing on “The Future of EU-China Commercial Relations” by Ambassador Serge Abou, head of the EU delegation in China, e n d o r s i n g o u r n ew partnership.
21st May Beijing “Give a Helping Hand” 8th EUCMA Charity Gala Dinner. May continued to be a busy month for all the EUCMA working groups and especially for the team of committed managers organizing the annual EUCMA Charity Gala Dinner “Give a Helping Hand” in cooperation with Operation Blessing China. Now an established tradition the event has reached its 8th year and become the main activity of the EU-China Managers Association, aiming to develop corporate social responsibility among companies doing business in China. On this occasion more than 150 high-level representatives from various businesses, institutions and independent sponsors joined our organizers to raise funds for orphans and disadvantaged children all over China. Thanks to the support of the main sponsors
including Nokia, CB Richard Ellis, Clear World Energy, Airbus and Areva, the gala raised almost 700,000 RMB (about EUR 70,000), which will be used for life saving operations and the daily needs of disadvantaged children throughout China. The Ullens Centre for Contemporary Art in 798 art district provided an original and stylish atmosphere, enriched by the musical performances of Ms. Cordula Stepp with the Beijing Conservatory of Music. The rising young pop singer Lucius Clark composed and performed the song “If You Believe” specially dedicated to the event. A charming tango performance by Mr. Iakovos Fostiropolos (METP3) and Mo-Mo spiced up the evening. Hosts for the Gala were Mr. Henk Bolmeijer and Ms. Rose Quan (both METP3). Prior to the opening a press conference for media representatives was held by Mr. Peter Maize, Regional Director of Operation Blessing China, and Mr. Alessandro Celestino, EUCMA President with Mr. Chris Brooke, President and CEO of CB Richard Ellis.
23rd May Shanghai “ Successful EU-China Business’ The Shanghai EUCMA community is also very active and organized a roundtable on the topic “Successful EU-China Business”, with China Europe International Business School (CEIBS). The event brought together the METP4 Chinese and European participants during their intercultural training in Shanghai, new and old EUCMA members and CEIBS alumni, more than 140 people in all attended. Prof. H. C. De Bettignies introduced ‘Future Business Scenarios in China and Implications for Europe’ and moderated the roundtable with contributions from Domenico Luzzi (METP2), Feng Bin (METP1), Rafael Valdez Mingramm (CEIBS Alumni) and Tristan Lui (CEIBS Alumni). 20
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EUCMA
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14th July Brussels “Between Beijing Olympics and Shanghai World Expo: A New Image of China in Europe!” The METP4 Chinese managers’ training in Brussels offered the first public EUCMA event in Europe. The roundtable, jointly organized with Eunic Brussels and the Europalia Foundation took place at the Hungarian Culture Institute and brought together around 200 people from EUCMA and the European Business and Institutional Community. Mrs. Claire Kirschen, Europalia China Commissioner, a former Belgian ambassador to China and representative of the Mission of the People’s Republic of China to the EU, talked about the new image of China and Chinese culture in Europe with particular reference to the opening of Europalia 2009, the main Arts and Cultural
festival in Europe, this year dedicated to China. The roundtable wa s o p e n e d by welcome speeches of Mr. Andrei Tarnea, EUNIC President and Mr. Alessandro Celestino, EUCMA President, and was closed by a networking dinner during which guests were delighted by the performance of a Belgian musician.
EUCMA Photo Contest 2009 “Impressions” now open! an intercultural business association bridging the West and the East, EUCMA has a double reason to look beyond the cultural differences in EU and China and by capturing the details we may overcome our divisions, ‘the stone walls’. Although it might sound like a cliché, the truth that ‘one picture is worth a thousand words’ really does explain the purpose of this initiative. By using our personal experience we can understand each other through pictures. The challenge is for all EUCMA Getting into the members to look through the holiday season another’s eyes and discover spirit, a creative team similarities and differences of EUCMA members in our world whether in came up with an idea Europe or China. The initiative will for an adventurous summer. What is it all be the first of its kind for EUCMA – a photo contest entitled about? “Impressions”. The best 50 works Different lifestyles, food, culture and language have always inspired people to explore foreign lands and nations. will become a unique photo exhibiSo much so that they would immerse themselves in these tion. During the event’s opening differences finding no obstacles in travelling, doing business the best authors will be awarded a without boundaries or simply building true friendships. Being special prize! If you are not a EUCMA member, but Please note all relevant info for the EUCMA Photo Contest below: would like to particiTheme: Impressions pate and support us in Category: City Life organizing this charmWho can participate? All EUCMA members How can I participate? Send a maximum of 3 photos taken by you ing photo contest you Technical specifications: Minimum 5 mg pixels camera can do so by helping EUCMA find 1. Name of author sponsors or becoming one yourself in exchange Photo code: 2. Place & Date of the photo for a great opportunity to promote your com3. Caption or title of photo is optional(English and/or Chinese) pany. If you are interested please contact us at The work should be personal!No offensive content.Participants Rules: impressions.eucma@gmail.com grant all rights on their photos to EUCMA. Additional information for all the events Deadlines: Submitting the photos: 15th September 2009 and progress on the Photo Contest “Impressions” Online pre-selection 15th October 2009 can be found on the official EUCMA website: by all EUCMA members: December 2009 Final live selection: www.eucma.org. Email to:
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impressions.eucma@gmail.com
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A Cross-cultural Approach to Human Resource Management in China Organization and Confucian heritage The experiences of many foreign companies in China show how important it is to adopt an intercultural approach to the management of human resources. Western firms should know whilst in Western society the individual precedes the group, in the Confucian tradition it is more important to promote the collective interest, people also have more responsibility toward the family and society. This collectivist culture aids a managerial style that is based on teamwork but also makes some Chinese employees avoid taking individual initiative and personal responsibility. Thus, it is not advisable for foreign firms in China to reproduce the flat organizational structure that is typical in the West. The reason being that the reduction of middle management and the consequent reduction of supervision at lower levels creates a less motivating environment for employees who are used to getting the constant directives and checks that limit their opportunities to manage tasks autonomously.
In order to guarantee proper functioning of an organization, it is important that management inform employees about their role in the organization, giving clear messages of impartiality and discipline. In a society where personal relations are more important than in the West, asserting rules regarding impartiality in company management will help to avoid important decisions (like selection of employees or suppliers) from being taken on the basis of personal or family ties rather than efficiency and merit.
Interpersonal relations and communication Chinese people are used to building a personal network of relations (guanxi), which is strengthened by reciprocal exchange of favours. Many Western people consider guanxi as "using" others which, according to Western morality, is unethical. But for Chinese people "using" a relationship creates an obligation to do something and, as long as that obligation is eventually fulfilled, this is considered ethical. One critical aspect of intercultural relationships inside a 22
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company is communication. Instructions by Western managers must be clear and as complete as possible. Cultural and linguistic differences can create misunderstandings that are difficult to overcome because of the general reluctance of Chinese employees to ask for explanation for fear of appearing ignorant or unskilled. Effective communication is important in developing a stimulating workplace. For example, giving positive feedback for a job well done improves the self-esteem of Chinese employees (often limited by a hyper-corrective educational system) and encourages them to freely express their opinions in front of managers. Whenever it becomes necessary to discuss problems it is important that the manager maintains an authoritative and constructive attitude. Such discussions should take place in private and the manager should show confidence in the employees ability to improve. In fact, it is important for a manager to avoid creating situations in which any of the staff could “lose face� (mianzi).
Conclusions
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The differences between Chinese and Western people in their ways of acting and thinking have their roots in the doctrines of the great philosophers who laid the foundations of these two cultures. For the Western mind, inspired by the Principle of Non-contradiction (Aristotle), it is not easy to understand many aspects of Chinese culture, which are based on the balance of diversities (Yin and Yang). Developing a better comprehension of these cultural differences helps the Western manager to understand the attitudes, underlying messages and needs of Chinese employees and as a consequence build more efficient organizations that motivate the personnel and increase their fidelity to the company.
Job-hopping One of the main problems in the management of human resources in China is job-hopping. Research tracking 150 Chinese MBA graduates notes interestingly that 24% resigned their jobs within six years due to cultural conflicts with their foreign managers. At present, foreign companies in China try to solve the jobhopping problem mainly by offering economic incentives but it is important to develop long-term incentive systems that invest in human capital. Companies with training programs are more attractive for candidates and report greater employee fidelity. In China, knowledge is traditionally associated with power, and social mobility has always been linked to a person's level of education. It could be a strong incentive for employees to have the opportunity to enrol in an MBA course or other study programme (especially abroad) that would benefit their careers. Another effective strategy against job-hopping is to offer preferential career paths for employees with longer years of service in the company. For example, L'Oreal's top management in China is comprised of employees who have built their careers inside the company; this corporate policy has allowed the French company to drastically reduce employee turnover.
Raffaele Tamborrino Raffaele Tamborrino graduated in Law (1995), his other educational achievements include an MBA (1998), Bar Examination (1999),Human Resources Training Programme in Japan (2001) and METP1. After passing the Bar examination Raffaele worked for a time as a lawyer and business consultant in Italy; he has lived in China since 2006 and is currently a Consultant advising European companies on legal and strategic issues.
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EUCM EUCMA My Challenge: Going to Europe Interviewe with Rose Quan, METP 3 Chinese participant Interviewed by Mira Lioleva on behalf of EUCMA Q: Why did you decide to join METP? What was your motivation, business plan and expectation from the progammeme? A: When I got to know about METP, I was attracted by both the progamme design and the opportunity for an internship abroad. I believe the training progamme was perfectly organised and offered the chance to study in the best popular universities for each subject. For example, we had our financial classes in ETAP-ESAP, which has a reputation for being particularly good for financial studies. In addition having an internship in an EU country gave me practical experience, which is very important in international business. At that time my own company here in China was already adversely affected by the economic crisis, so I thought it was a good time for me to go abroad to widen my horizons and gain a different perspective while developing my business and management skills. Q: Was this your first time in Europe? A: Yes, it was my first time in Europe and of course everything was exciting and impressive. I was amazed by the colourful European culture and the natural scenic beauty. It is also amazing to travel as little as perhaps 20km and find the culture so totally different. It’s easy to cross national borders and go to another country within a very short distance. Q: It must have been a challenge to leave your country and stable job for almost five months. Was this a real challenge for you and in what way? I always treat a challenge as an opportunity. Of course, it’s a big challenge to leave your job for five months. It was especially hard for me as I run my own PR and travel publishing company ‘China through the Looking Glass’. Though our books are among the best-selling English books in lo-
cal Chinese cities, we are a small company and we don’t have the budget to hire HR managers etc to help us. So leaving my job for five months meant that the company literally ceased operating, risking the loss of market share and exposing future development to a high risk despite the hard work of the past few years. However when I decided to go to Europe I believed and was proved right, that when I came back to China I would have gained more knowledge and experience, which is very important in a highly competitive market like China. Q: What is your impression of Europe? The people, European life, business practices, the attitude of your internship company. A: General speaking people in Europe are polite, willing to give you a hand and are highly educated. I admire how Europeans manage to balance life and work. They have lot of time for relaxation but when they work, they work in a highly efficient way. There are many public holidays, which is amazing and that is what we Chinese call ‘quality of life’. My internship company was aiming to promote its image in China so they were quite happy having me there to assist them with this. However I think they did not recognise my potential as an experienced professional and were not open enough to give me more responsible jobs to do. Everything I did was just at a basic level, from a study of the Chinese market, writing a business plan, to website design and translation. Nevertheless the experience helped me so much in gaining an understanding of Western management and I consider it a valuable experience for me. Q: How do you evaluate the knowledge of Western people in the business 24
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Q: What is the nicest impression you will keep for yourself about Europe and your stay there? A: Freedom to manage tasks at work yourself. Nobody can make you do things you dislike. In the office environment you may think and act freely and your creativity will be respected.
Europe? Should they be careful, more open, or is there any other advice you would offer them. A: I would say t h ey n e e d t o b e more open and positive as Europe has a stable growing consuming market. In addition the legal system in Europe is mature and one can be sure to benefit as long as one is decisive, confident and steadfast in this business environment. A: Do you consider your stay in Europe is helpful and beneficial for developing your business here in China? Q: Europe is a very important market for developing my business and my experience definitely has an added value in both the short and long term. I have met a lot of people and established contacts with potential partners and customers in Europe. Also I have gained the knowledge to help me develop my management skills and make better investment decisions, which will benefit the company in the future. The big challenge for me now is how to develop my business network in Europe and become successful using their business language.
Q: What is your recommendation to Chinese people going to do business in
Q: Has your visit to Europe changed any of your understanding, stereotypes,
environment? What do you think Europe needs to know about China and Chinese people? A: My internship was in Brussels which is also the EU centre and the business people I met there were highly professional with a lot of international business experience gained over many years. I hope that more Europeans will see the business opportunities there are for them in China. Europeans know a lot about China from the history books but it is vital that Europeans and Chinese people interact more. The the best practical way to do this is through exchange progammes by which people can come to China to experience for themselves the Chinese lifestyle, mindset and business practices.
Q: What was the most striking thing for you when you arrived in Europe? A: Before leaving I was warned of personal safety issues in Europe but to my surprise, I found it a very safe place indeed.
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perception or insights about the world, Western people & culture. Do you think that the intercultural training was helpful in preparing you to meet the challenges of intercultural difference during your stay in Europe? A: I can definitely say this trip to Europe has improved my personal insight and c hanged a lot in me. I discussed many varied and interesting topics with people I met and this gave me fresh views of the world from different perspectives. For example, people would often raise sensitive political issues like Tibet and Taiwan. I cannot judge whether a certain point of view is right or wrong, but the different and often opposing views expressed deepened my understanding and my ability to see the world from another horizon.
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My Challenge Coming To China
year ago, three days before my 39th birthday, I read an article in a magazine which I almost had thrown away. Somewhere inside there was an advertisment about a program of which I had never heard of before - METP in China. I don't know what exactly passed through my mind at that very moment, but I decided to apply and to become a part of this program. However for the three-day time left before the deadline I had to manage with few important things, which were already a challenge for me: I needed to prepare a business plan, to convince my boss to grant me the chance to leave for ten months and a half and to convince my family that the step I am taking is well considered and will pay off my efforts. But the personal motivation to discover one of the oldest civilizations on earth (which, beeing myself a Greek is rather important!), to learn one of the most difficult languages in the world (being able to speak five European languages, one just needs to discover something new), and to expose myself for one year to a totally unknown environment was the greatest challenge of all for me. It is one of these moments in life that can push oneself to discover and surpass one’s own limits. Thus step by step I managed to convince my boss, my family and the EU Commission and in August I sent my commitment letter to participate in the program. The comittment letter, indeed, was
addressed to me rather than to the EU. My personal expectations as well as my opportunity cost were already too high taking the risk to leave my s e c u r i t y i n the job I had for almost a year. Of course, I had in mind to realize my business plan (find automotive components suppliers for my home company), and to make as many business contacts as possible in order to use them for my part time-consulting activities in the tourism and industrial consumables trade sector, but primarily I was really obsessed with the idea of beeing able to speak Chinese and to communicate with Chinese people on their own language. Last October, 18th, I was sitting in the plane from Vienna to Beijing, contemplating with some scepticism about the things which I had left behind, but at the same time also curious and excited, with the flame of desire to learn still burning despite my nearly 40 years. Eight months after I was proved right about the challenge. The feeling to be in a restaurant and not beeing able to order even the simplest dish was totaly new to me. But at the end, 1500 hours of studying,
writing and speaking, paid off. Of course, in order to master the language, many more years are needed, but the program really offers an unique opportunity to build up a solid basis and to learn the language to a satisfactory level, even as an absolute beginner. Now, the real challenge is what will come next. I will go back to my sending company in order to further develop my business plan connected to China, but I would very much like to return and work here for some years. But one should know that to remain and work in China and more than that - to be successful, requires great courage, good planning for the future and also finding the proper opportunity that will meet one’s expectations. And it is not only because of the financial crisis and the global economic downturn in these days, but also because year by year Chinese professionals and business people become very much mature in doing business and competent. It is not a secret that nowadays China is far from beeing the expat's Eldorado. We Europeans should realize that China has rised much above our expectations and we have to adjust our egocentric way of thinking, because there is still much to give and much to learn from this great country.
Xie Xie! (As my daughter always says) Iakovos Fostiropoulos METP3
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Economic Site
Publication: Date: Kind of media:
Dagens Industri 11 May 2009 Economic Press
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dn.se 02 June 2009 Economic Site
Class Daily 13 May 2009 Economic Press
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Le Moci 11 June 2009 Economic Press
HR Management 21 May 2009 Economic Press
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METP in the Press
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The Sunday Times, Malta 26 April 2009 Economic Press
Pokalbis 15 May 2009 Economic Press
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ETP has received broad attention in the press both in China and across the European Union. On this page you will find a small selection of newspaper and magazine articles about METP. We welcome inquiries from media representatives in China to Ms. Rachel Zhao (rachel. zhao@metp.net.cn) and in Europe to Ms. Sarah von Hauenschild at (sarah.von-hauenschild@publicisconsultants.de).
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METP NEWS
Second EU-CHINA Networking Day
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n 29 May 2009 METP organised the second EU-China Networking Day, following the success of the first such event in October 2008. The day brought together all of the 105 new participants in METP 4 with those already involved in the programme. It also offered an opportunity for participants of METP 1, 2 and 3 to meet up again, as well as allowing the new entrants more opportunities to draw on the experiences of the EU-China Managers Association, EUCMA, the alumni association of METP and its predecessor, the JMTP. Following welcome remarks to a packed conference room from Alexandra Lehmann of the European Commission in Beijing and Stefan Hell, METP Team Leader, there was a brief introduction to the EU-China Managers Association (EUCMA) by the association's chairman Alessandro Celestino. This was followed by detailed and lively presentations from EUCMA members on specific activities pursued by the association, namely charity events, networking and the EUCMA website, contributions to METP's Connect newsletter etc. It is the nature of METP that its programme operates on an international split, with Chinese managers training in Europe and European managers training in China. Therefore it was a
further aim of the Networking Day to support METP 4 participants by offering them an opportunity to meet in separate Q & A sessions with their respective Chinese or European METP alumni from previous intakes. Alumni did an admirable job in providing invaluable advice to new participants, answering questions on everything from accommodation to learning strategies and cultural issues. Two representatives of the new METP 4 group then took the stage to elaborate on their expectations of the coming months on behalf of the group. Anna Nielsson spoke for the European participants and Ma Zhongqiang on behalf of the Chinese. Throughout the day the attitude of participants was positively ‘can-do’ and forward looking. New participants were eager to move to the second phase of their training after the first two weeks and experienced participants encouraged them to do so by highlighting the benefits it had brought them. The camaraderie of the new participants and the delighted smiles of former classmates/colleagues reunited, maintained the upbeat mood as people moved on from the afternoon programme to the party later that evening which concluded this second EU-China Networking Day. 28
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Pre-departure Briefing for Chinese METP 4 Participants
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ll 59 Chinese participants in METP 4 came together in Beijing on 30 May 2009 for a pre-departure briefing. The briefing was tailored specifically to their needs and expectations prior to their impending departure for Europe. Each participant’s trip would involve training sessions, as part of the group, in the UK, France and Belgium as well as individual internships of between seven and 21 weeks in different EU member states. There was a lot of practical, organisational and financial information to be worked through at the briefing. Three representatives of the European consortium of business schools, which later hosted the group in Europe, came to Beijing to help deliver the briefing: Chris Thomas from Italy, Luigi Parlatore from Italy and Juliette des Garets from France. Together, they presented details of the different elements of the business training in Europe and many logistical details, ranging from money matters to accommodation and travel. Xu Liang, METP Project Director and representative of China Council for the Promotion of International Trade (CCPIT), briefed participants in detail on what to expect in Europe and how best to present themselves in a professional manner. Rudie Filon of the EC Delegation in Beijing gave
participants, some of whom had not travelled to Europe before, some practical hints concerning the more general ‘dos and don’ts’ when visiting Europe. He also explained to participants that they would experience some diversities in behaviour and culture in the different countries within the EU that they would be visiting. Representatives of the METP Office gave participants detailed instructions on financial and communication issues, as they have done for METP 1, 2 and 3 previously, to ensure that every METP participant can make the most of their time in Europe. The METP 4 group appeared very well organised at the briefing, having just spent two intensive weeks of intercultural training together. They elected a group speaker and on the night exchanged some very useful information which was sure to benefit them all.
METP NEWS
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Training b for METP
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IBE, the University of International Business and Economic, hosted an opening ceremony to mark the start of METP 4 on 4 June 2009. The 46 Europeans, who had just completed their two-week intercultural training the previous week, were welcomed by government and university
officials as well as by their teachers at this ceremony organized by Prof. Wa n g F u m i n g , METP Coordinator at UIBE. Mr. Lin Guijun, Vice President of UIBE, welcomed the group and highlighted the importance of METP for the further development of international programmes at UIBE. He expressed his delight at having the opportunity to work with the European Commission and his commitment that the university would do its utmost to make participants feel comfortable in Beijing and to provide them with good language
Cars and Movies: METP 3 Participants v
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o Fleischle of the METP Team reports on the recent study tour to the capital of Jilin province The third study tour for METP3 participants brought us to Changchun, the capital of Jilin Province and centre of the three provinces in north-east China. The provincial government and the city of Changchun have not only promoted agricultural industrialisation programmes but also developed the Chinese
automobile industry in the region. With most of the world's major car, bus and truck manufacturers having production facilities there the city of Changchun is called "a city on wheels". During the last few years, with a national financial support programme for Northeast China (Dongbei), new industries and sectors have also been introduced to the region. The film industry and in particular the photoelectronic industry are now becoming more and more important. The study tour to Changchun was the highlight of all the METP3 study tours so far. We arranged a visit to the Haoyue Beef Group and were given an introduction to the company by the Vice General Manager. Following a factory tour, managers and participants had the chance to exchange views about food production and food safety. The next visit was to the Changchun Railway Vehicles Co. Ltd. and offered participants some interesting insights into the production of train carriages and trams for Chinese and overseas markets. The visit to the Ouya Group, one of the biggest trading
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begins at UIBE 4 European Managers training. Mr. Zhu Hong from the International Bureau of the Chinese Ministry of Commerce (MOFCOM), Mr. Zhang Mingsong of the International Relations Department of the China Council for the Promotion of International Trade (CCPIT), Mr. Zhao Lingchang from the International Bureau of the Ministry of Education and and Dr. Stefan Hell from the METP Office each
welcomed the group, applauded them for their decision to join METP, congratulated them for having been selected to join and encouraged them to make the most of the seven months they would spend at UIBE. Eduardo Bertrand de la Pe単a from Spain spoke on behalf of the METP 4 group. His speech captured the excitement and anticipation of most participants, particularly those who were in China for the very first time. He also emphasized that participants were aware that hard work would be necessary and that it would be quite a change for most of them to switch from professional life back to the life of students for more seven months. UIBE is one of China's leading schools for the study of international trade and economics with a reputation for academic rigor and excellence. UIBE also hosts one of the largest numbers of foreign students among universities in China and specializes on business Chinese language training.
visit Changchun houses in north-east Asia, was overwhelming. The CEO welcomed our METP3 managers personally and after a visit to the Eurasia Shopping Mall more than 30 managers from different departments of the company attended a Q & A session. Later the Jilin Friendship Association hosted a networking event in the Shangri-La Hotel and our managers had the opportunity to meet representatives from other companies in the region to discuss their industry and business. During the visit to Changchun, the METP 3 managers were well supported by local authorities and institutions.
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Jilin China Council for the Promotion of International Trade (CCPIT) and the Jilin Friendship Association warmly welcomed our participants and hosted them for lunch and dinners. The study tour was also given high political visibility. Mr Zhang Yi, Deputy Director of Jilin Province Economic Commission, Mr Wang Zhanwu,Deputy Director General from the Foreign Affairs Office and Mr Bie Shangue, Vice Chairman of the Chinese People's Political Consultative Committee welcomed the METP3 managers to Changchun. The political attention attached to this study tour to Changchun showed how much a cooperation programme like the EU-China METP is appreciated and required for the development of better mutual understanding between Chinese and European Entrepreneurs.