Hos na d tours have become large one of the largest industries with 2011 predictions being upwards of 10 trillion

. . . . significant grwth if internt travellers will inc the importance of croscult serv encnters esp for hso. Secto which already handle a diverse set f custimers. . here the reole of cult awarnesss becomes importent Approaches to cult awareness analysis of behave which may be influncd by culture ; role of perception ; how cult diff effect communica -> Hofstede model of understanding societies Cultural diff intercult communi language, ethical issues, comm. Behaviours, effect comm. Processes Inter cult competencies develop employees

Russia Transitional Managers given a round of international postings - give employees a healthy experience and develop them as future leaders It is a case study of an American co entering the Russian hosp. Ind. In a Jv with a local player. Initially, they followed the Russian model of mgmt, following a shift in the com. Leadership they switched over to a American model. Both did not pay off. So finally they zeroed on a global model of mgmt. At all three stages, the American com. Or more precisely, the TM faced several challenges arising due to cultural differences. The following observations were made 1. The WC was paternalistic and hierarchical. It was the legacy of the communist Russia where control-based approach to mgmt was the norm. The employees had to unquestionalgly obey the commands of the superior. So, the magmt-employee relationship could not be called as relationship as such. 2. This entailed lack of initiative from the employees themselves for fear of adverse reaction it was a risk-averse culture 3. The attitude towards the TM was also hostile and signified a complete lack of trust. Lack of professional comm. they are a proud race and have difficulty with having a foreigner tell them what to do Strained WR 4. This was in stark contrast to things back at home for the TMs, where an open mgmt style placed everybody on an equal footing as far as the job was concerned To begin with we can say that communist Russia had always been stricken with shortage of essential comm. So, this same com. Took control of the hotel. This time they brought in the American model of open systems, they directly imported the home country policies and procedures, the same set of training programs and performance appraisal as in any other country. But this time, there were complete set of challenges 1. Struggling to maintain service standards the staff had a different attitude to wadrs service trng staff asked to smile at guests and tey would say hypocritical

2. They also had a low level of lab turnover and so were unable to infuse fresh blood 3. 2 reasons for this unlike in USA where the cust is the king in Soviet Russia the aspect of scarcioty made producer the king cust willing to accept below average goods at inflated price Second is that during communism, most of the services were provided free of cost. The citizens never really mattered how good/bad the service s were as long as they got it. Having young blood would have made some difference as this attitude is not that deeply ingrained with them as with some of the older employees.--> TM asked a waiter to do something for the guest he replped I will do it only for you personal favors 4. The staffs attitude remained negative towards the TM even though they respected them for their expertise. However, they still, saw them as blocking their career opp. Global Model is when the good times finally arrive after much strife and hardwork a. Localization policy where TMs were not seen as usurpers b t as facilitators, mentors b. As soon as the employee became comfortable Russians were given international postings melloe down their attitude towards other TMs c. Pay package increase people with good educational backgrounds were ready to become to doormen d. Permanent English lang. Teacher for the staff Here, they achieved to break through the false perceptions of the Russian by actively negotiaitin gthe cultural pitfalls which had earlier stymied the progress. They were eventually successful in building a trusting relationship with their employees.

CHINA Any understndg regarding the culture of china begins with the understand of iits 3 socio-cultural concepts kuan-hsi, mien-tsu and jen-chin. These concepts give color to the Chinese way of dealing with business relationships. Chinese cult is relationally oriented Kuan-hsi is chinese equivalent of networking but is also much more. It can be said to utilise your networks for personal and biz favors. It is based on building a long-term relationship and trust between the two parties. O, it may involve the constant process of giving w/o btng a favour in return. Personal trust has a paramount role to play. Eg. Business relationship is based in the high level of personal trust between leaders ( high kuan-hsi). They will do business with a person with whom they already have a high trust or who is know their partners rather than do it with strangers. So, the starting point of all business nego is the kuan-hsi. Mien-tsu and lien Lien is taken as the character of the person while M is the value that can be traded by that person. The amt of M is a fucntinalof social status. So, a person must have certain amt of prestige to develop viable network of kuan-hsi connections.

Jen-chin is personal obligations refered to as a social capital. It is important in cultivating the kuan-hsi since cultivating network is about doing and askkng of favors. Comparing the cultural orientations of Western/Chinese managers and their relational approach to business. 1. Chinese being relationally oriented, the Chinese believe that customer retention is natural to the culture and is not be emphasized by trng . . . unlike their western counterparts. 2. U vs P (rules v relationship) Chinese feel a request for legal contract is an eveidence of bad faith and it lacks any sense of commitment stress is on the relationship and business nego happen when there is a high level of kjuan-hsi. ------ Expat they start withj a contract. purchase is followed with relationship 3. C vs I personal and professional diff 4. N v E ( range of feelings expressed) degree of visible emotion differs among cultures how reason and emotions affect business relations - a. American exhibit emotions, seen as volatile sep them from DM b. Italians exhbt emotions and mix with DM c. Dutch no show emotions d. Chinese are neutral in biz dealings - cultural learning by expat by avoiding showng emotions 5. D vs S the extent to which a persn is willing ti involve in a business relationship .. western mgrs stick to the specific area of contract and while Chinese were willing to interact at several levels of personality. 6. Avs A ascriptions is the stayus achieved as a result of birth, kinship Japan is an ascriptive culture . . . Critical Incident employee ccross cultural trng must incorpr CIs . . Ci is a short story which brings out the inter-C adjustments required to be made and also helps in a better understamding of a particular type of culture. Eg. Cultural INteli ability to understand the relationship etween culture and business issues and to extract benefits out of the cultural diversity. Ci acts as an intermediary factor CQ plays out itself at the service encounter a. Openess to CC Sensitivity upgradnt of skill and knoeldge to appreciate the cultural diversity b. Flexiblity customising the service keeping the customer in mind c. Embracing diversity hotel to generatre revenue and profits its mgnrs mst d d. Handling complaints British tend nt to compln bt prfer nt to return e. Service recovery