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THE
COURSE FACULTY
DR LAURENZ AWATER
Laurenz Awater, Ph.D.,
general manager and corporate trainer. Laurenz is a political
economist and China expert whose China experience dates back
to 1985 when he was foreign student at Beijing University.
Laurenz is fluent in Chinese and works as train and coach for
intercultural management and leadership. His Ph.D. thesis on
¡®China¡¯s Political Economic History from 1949 to 1997¡¯ is a
standard reference book at German universities and received
mentioning on ¡®Wikipedia¡¯ and on books on G8 summit policy,
China¡¯s WTO-integration and EU-Foreign Policy.
Laurenz worked many years in German
industry and was involved in large infrastructure and
construction projects in China. In 2003 he founded the
Shanghai INNOVA Management Institute, a training company known
for organizing high-level executive workshops for expat
managers and for its leadership and management training
programs. Since then the Shanghai INNOVA Management Institute
has built up a client base of more than 200 MNCs, mainly
larger and mid-sized concerns from Western Europe.
Participating with Shanghai INNOVA
leadership-seminars were delegates from Akzo Nobel,
AREVA, Arkema, ARM, Astra Zeneca, AT&S, BASF, BOSCH,
BP, Carbone Lorraine, Chesapeake, Cognis, Competence, Continental, Diehl
SyncroTec, DNV, Dorma, DSM, Dynapac, Ebner, Elektrisola, EPCOS,
Ericsson, EDT, Fujitsu Siemens, FLSmidth Krebs, Fomas, GateGourmet, GEA, Hafele, Heraeus, Hettich, Hoerbiger, HP
Pelzer, HPTec, Hoyer, IEE, Ismeca, IVECO, Johnson Controls, Kendrion,
Klueber, Kolbenschmidt, Kone, KSB, Lenze, Lenzing, Limoss, Malvern,
Marquardt, Moeller, Murrelectronik, Novo Nordisk, Oldenburger,
Putzmeister, Rieter, Saint Gobain, SAPA, Sartorius, Schlafhorst, Schottel, Schlumberger, Schunk, Servier, SKF, Stokvis
Tapes, Sulzer, Suzhou Bordnetze, Testo, Trayton, UAES, University of Hong Kong, Valeo,
Vallourec & Mannesmann, Vestas, Voith Paper, Volkswagen,
Vorwerk, Wabco Wartsila and Weckerle.
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WORKSHOP CONTENT
I. Introduction
II. Challenges and Major Tasks of Foreign Managers in China
Typical Challenges
Root Causes
Key tasks of a Leader of the China Organization
III. What is your Culture?
Definition of Culture
Avoiding the Pitfalls
What makes us different?
Types of Culture
IV. Culture Clash within a MNC (Case Study)
V. Considerations on Organizational Culture
Corporate Culture and Attitude
Corporate Culture and Decision-Making
High- and Low-Performance Cultures
VI. Understanding why Chinese people are different
What motivates Chinese staff?
High- vs. Low-Context Cultures
Power Distance
Individualism vs. Collectivism
Uncertainty Avoidance
VII. Critical Success Qualities for Expatriate Managers in China
China-specific Qualities
Emotional Intelligence (Competency Model)
Cross-Cultural Competencies (Competency Model)
VIII. Adaptation of Leadership Style
Assessment of Leadership Style
What does Chinese staff expect from their Leader?
Chinese Leadership Styles
Push vs. Pull-Competencies
Relational Leadership
Cultivating a ¡®We¡¯-Culture
IX. Developing Others: Delegation and Empowerment
Types of Followership
Giving Feedback
Delegation and Empowerment (Case Study)
Path to effective Delegation
From Coaching to Delegation
X. Developing Teams
Stages of Team Development
Situational Leadership
Self-Assessment of Leadership Style
Leadership Participation Styles
Seeking Team Development Opportunities
XI. Building Trust Systematically
Low- and High-Trust Level Cultures
Why is China a Low-Trust Level Society?
Trust and Organizational Performance
Different Cultures ¨C Different Trust Needs
Dimensions of Trust
XII. Creating a Culture of Accountability
Lack of Culture of Accountability
Western Understanding of Accountability
Creating a Culture of Accountability
XIII. Towards Synergy
XIV. Review of Individual Cases, Summary and Conclusion |
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