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Learning objectives (chapter 6) Advocate for training and development programs for the MNE’s
global managers and workforce. Identify the challenges of training an international workforce. Explain key learning objectives that drive training programs
aimed at enabling a productive global workforce. Design cross-cultural training programs that enable international
assignees to successfully complete their assignments and develop an effective global management team.
Develop a global mindset, global competencies, and global leadership in the international organization.
Improve the effectiveness of global and virtual teams.
Overview chapter 6:
Training in the MNE Issues related to global training and development Virtual and global teams Global leadership development Development of a global mindset Cross-cultural preparation for international
assignees Knowledge management in the MNE
T&D Imperatives
Think and act globally Equidistant global learning organization Focus on the global system Global leadership skills Empower teams Learning as a core competency Reinvent yourself and the global organization
Localized approach to global T&D Culture Learning styles Education levels and forms Language Laws Transfer of training
Box 6.1 Match training techniques to country culture
Country High PDI/Strong UAI Didactic Training Technique
Guatemala ReadingsMexico Panel
Venezuela LectureCosta Rica Case studiesIsrael Role playsNew Zealand FishbowlSweden T-group
Weak UAI/Low PDI Experiential
Figure 6.1: Effectiveness of homogenous and heterogeneous teams
Number of Teams
Performance
Diverse Teams Managed Well
Diverse Teams Managed Poorly
Homogeneous Teams
Source: Di Stefano & Maznevski, 2000
Identification of high potential leaders Cultural models:
Elite Cohort (Japanese model) Elite Political (Latin model) Functional (Germanic model) Managed Development (Multinational model)
Source: Evans, Pucik and Barsoux , 2002
Box 6.2: Skills of transnationally competent managers vs. traditional international managers Transnational skills Transnationally competent manager Traditional international managers
Global perspective Understand worldwide business environment from a global perspective
Focus on a single foreign country and on managing relationships between HQs and that country
Local responsiveness Learn about many cultures Become an expert on one culture
Synergistic learning Work with and learn from people of many cultures simultaneously
Work with and coach people in each foreign culture separately or sequentially
Create a culturally synergistic environment
Integrate foreigners into theOrganizational headquarters’ national organizational culture
Transition and adaptation Adapt to living in many foreign cultures Adapt to living in a foreign culture
Cross-cultural interaction Use cross-cultural interaction skills on a daily basis throughout assignments
Use cross-cultural interaction skills primarily on foreign assignments
Collaboration Interact with foreign colleagues as equals
Interact within clearly defined hierarchies of structural and cultural dominance
Foreign experience Transpatriation for career and organization development
Expatriation or inpatriationprimarily to get the job done
Characteristics of a global mindset The ability to master and effectively apply
multiple competencies
Acquiring a global mindset
Four T’s (training, transfer, travel, team) Developing a new perspective Experiential learning
Box 6.3: Preparation and training for international assignees
Establishing and maintaining relationships Preparation objectives Forms of training Training outcomes
Design and delivery of cross- cultural training Behavioral awareness Cultural understanding Practical application HR checklist
Global executives: Developing managers in the global enterprise Parent country managers Development of local staff
Patterns of global management development Identify and develop management talent Common practices Management shortage