Body-language and nonverbal communication

Tag "manager"








Europeans learn Chinese but firms say don’t bother

The labor market grows especially in China. More and more Chinese on the other hand leave China to work or study in Europe or the US. Of course a basic language  competence is needed. But also a well based experience in the foreign language is needed.

To find this experience you have to work in the foreign country. This is just easy to know and to follow. And yet there is a big difference in the people`s interest and the interest of firms.

If you want to get to know more about this, just have a look:

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On intercultural management: Interview with Frank Bannys

Here is the actual interview with the author of the book “Intercultural Management”. The first book, which addresses in a really integrated way the various aspects and the complexitiy of the issue in real life. It`s worth reading:

EIM: Mr. Bannys, this year you published your book “Intercultural Management“. What distinguishes your book from others?

Frank Bannys: I have read a lot of really good books about this subject in my more than 20 years as a manager in the international environment. But these books very often just looked at some few aspects of the whole subject and transferring those from theories or models into a practical implementation I found very difficult. My aim was to cover such important subjects for intercultural management as cultural research, leadership, management, personality and behaviour, all of which I would have liked to see in just one book. And with a pragmatic approach, with a lot of examples, a practical orientation and written in an easy to understand language……….more….

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 Change (2) and integration

Some days ago I talked about change, mergers and development in China and Europe. Today I want to line out another model of approaching change.

To begin with I want to remind you about how a merger usually functions in western countries.

Mostly there’s a strong partner and a weak partner. Mostly the strong partner tries to get the small partner (though often this is not addressed too directly and openly). Then, to make it short, management tries to find synergy effects, tries to reduce costs and to bring people together in a team or in a unit being convinced that if the employees are put together they will work together sufficiently and successfully.

As I told you already this kind of management fails in about 70-80% of those mergers.

If change develops like this, this process often …………..

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Change and decision making: Traditional – modern- or how ???

Last week I listen to some experts at a symposium at Bochum University ( ).  A management expert who had worked for different companies in China and in Germany and who nowadays supports companies as an intercultural consultant focused one special Chinese habits like this: China often keeps up traditional organizations and at the same time, so to say parallel to this, they begin with a new model of organization. He also explained that many of these Chinese projects follow the function of: Does it work out or not? If it works out, the new kind of organization can more easily be taken over and integrated in society or business. Instead of the other.

Many western people or organizations or companies will think differently about ……………..

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Chinese manager really under stress (video) – managers` nonverbal behavior patterns on stage – 5

under stressThis Chinese manager is asked again for the third time, to give a certain answer. He knows how the panel functions and yet though there is a good simultaneous translation he utters towards the moderator to repeat the question. He does this for three times though the question was very clearly expressed. And then suddenly he started answering, though the moderator did not repeat the question again. It seemed that the Chinese manager had to get accustomed to the stress situation, being asked. ( though he knew that he was asked )

And he does not only utter with words but also with his body-language. He looks …………………

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Reassuring oneself (video) – managers` nonverbal behavior patterns on stage – 4

This German manager shows a strong facial expression while talking. He seems as if he needs the panel and the audience as an vital and indispensable) part of his self-expression and self-confidence. Facing someone, looking at someone, making contact to someone, seems a very substantial manner of reassurance himself.

One could think he asks himself unconsciously:  What is the resonance in the face of the other when I say this or that? What is the echo in the panel when I look at all the others?

This is a common habit of presenting oneself  on ………..

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Facial position instead of facial expression (video) – managers` nonverbal behavior patterns on stage – 3

The Chinese manager talks with a strong voice, expresses directly and clearly what he wants to say. He now and then looks at the moderator and faces him as the important counterpart in this rhetoric structure. It seems that he not really directly seeks for direct (eye-) contact to the audience. He is there on the panel, knows about his role to answer the question and to be there as the invited representative.

Of course he shows facial expression but it seems that this expression is more likely to be his attitude rather than to support his words and his habit of talking, in order to support his words and the for the moment specific meaning.

Facial expression seems for him (and the Chinese culture ?) to be more like a sequence of familiar “facial positions”. With whatever meaning at all. And yet……………………….

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Friendly souverenity of a German Manager – Managers` nonverbal behavior patterns on stage – (video) 2

This German manager looks very friendly. His facial expression is open and his eyes want to reach everybody on the panel and in the audience. His facial expression supports his words by an obvious modulation of intonation.

Looking around to the others on the panel brings up to my mind the idea of: making contact to everybody there, ant taking this as important nonverbal communication, shows that it is important for him to be in contact with, in order to answer the question or to show his position, concerning the one or the other issue he is asked to talk about. Behaving like this gives  a kind of sovereignty. This is ……………..

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The cosmopolitan Chinese manager

Business is important as base, motor and motivation for intercultural communication and integration. In whatever way. Here is n early study on this process, still worth being read. 

“As China emerges as a major player on the international business scene, it is becoming increasing important for Western businesses to understand the work values and behaviors of the people in this large and regionally diverse country. Thus, the focus of this study is to identify work value differences across the 6 regions of China. In the process of developing these comparisons, we identify ……………..

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Being a Manager in China 1

Most of the companies prepare their managers for the visit to or the job in China. Popular is an intercultural workshop where you can get information about the country, the culture, the people, the climate andsoon. Often participants of those workshops try to get familiar a bit with these habits and rules of behavior or communication by roleplay.

Yet this is only: learning the vocabulary and grammatics. This is not ( yet ) real life. Of course you would say this resembles to learn swimming or driving a car. And of course you will argue: it takes quite a long time to drive your car correctly, safely and joyfully.

Being confronted with a new culture, with very different people with odd and strange habits produces quite a big stress and strain for ………………

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