As we revel in the wake of globalization, organizational models and management styles are becoming more and more similar. However, this conversion has a limit. Some cross-cultural differences will not disappear so easily, and leaders will need to understand and appreciate these cultural “quirks” if they wish to run a successful business. Let's take China and France as examples of two very different countries that may have cross-cultural differences. cultural issues in business. We will first provide a general overview of the two countries, then discuss some management practices that may vary between these Eastern and Western cultures. General Overview: France Geographic location: Western Europe Population: 62,000,000 people Language(s): French: 42,100,000 (92%)Oc languages: 1,670,000 (3.65%)German and German dialects: 1,440,000 (3.15%)Oil languages: 1,420,000 (3.10) %)Arab: 1,170,000 (2.55%) Economic situation: France has a diversified market economy in which industry represents approximately 27 percent of the gross domestic product or GDP (gross domestic product), services represent more than 68 percent and construction, transport and agriculture play an important role. France has ranked for 20 years as the fifth economic power of the West. Political system: The French political system is characterized by the opposition of two political groups: one on the left, centered around the French Socialist Party, and one on the right, centered around the Rally for the Republic (RPR), then its successor the Union for a Popular Movement (UMP). The French government is republican. Religion: 62% Catholic, 6% Muslim, ...... middle of paper ...... managerial practice. We believe that a simpler approach, prior to any business problem solving criteria, can lead to a similar three-dimensional classification. Our guiding principle model, according to which the feeling of belonging, family or tribal or educational differentiation; culture and religion, the set of historically promulgated moral rules; and management analysis and language, linguistic accuracy or conceptual processes, can also provide a systematic formula for cultural comparison and harmonization. We further argue that the need for comparative analysis, particularly in the magnitude of variation between cultural traits – perhaps derived from ancient differences between hunters and farmers – will enable the development of management training models. The basic human attributes of patience, trust, and integrity should weather most cultural storms. If not, try to be patient again.