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CHAPTER 6: Training and management development in the multinational enterprise

CHAPTER 6: Training and management development in the multinational enterprise. 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.

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CHAPTER 6: Training and management development in the multinational enterprise

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  1. CHAPTER 6: Training and management development in the multinational enterprise

  2. 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.

  3. 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

  4. Training in the MNE

  5. 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

  6. Issues related to global training and development

  7. Localized approach to global T&D • Culture • Learning styles • Education levels and forms • Language • Laws • Transfer of training

  8. Box 6.1 Match training techniques to country culture Country High PDI/Strong UAI Didactic Training Technique Guatemala Readings Mexico Panel Venezuela Lecture Costa Rica Case studies Israel Role plays New Zealand Fishbowl Sweden T-group Weak UAI/Low PDI Experiential

  9. Standardized approach to global T&D • Common processes, practices and principles • E-learning

  10. Virtual and global teams

  11. Creating global teams • Size • Effectiveness • Belbin® team roles • Contextual variables • Best practices

  12. HomogeneousTeams Number of Teams Diverse Teams Managed Poorly Diverse Teams Managed Well Performance Figure 6.1: Effectiveness of homogenous and heterogeneous teams Source: Di Stefano & Maznevski, 2000

  13. Global leadership development

  14. Global leadership theories • GLOBE research • Trompenaars and Hampden-Turner • Kets de Vries

  15. 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

  16. Development of leaders • “Global Explorers” • Competencies • Adler’s research

  17. Box 6.2: Skills of transnationally competent managers vs. traditional international managers

  18. Development of a global mindset

  19. Definition of a global mindset • Personal and professional aspects • Multiple definitions

  20. Characteristics of a global mindset • The ability to master and effectively apply multiple competencies

  21. Characteristics of organizations with a global mindset • Geocentric • Consider IBM

  22. Acquiring a global mindset • Four T’s (training, transfer, travel, team) • Developing a new perspective • Experiential learning

  23. Cross-cultural preparation for international assignees

  24. Cross-cultural adjustment • Sacrifices • Culture shock/reversed cultural shock

  25. Preparation for the international assignment • Orientation • Training

  26. Box 6.3: Preparation and training for international assignees • Establishing and maintaining relationships • Preparation objectives • Forms of training • Training outcomes

  27. Training focuses • Cognitive • Behavioral • Performance • Adjustment • Counseling

  28. Design and delivery of cross- cultural training • Behavioral awareness • Cultural understanding • Practical application • HR checklist

  29. Global executives: Developing managers in the global enterprise • Parent country managers • Development of local staff

  30. Patterns of global management development • Identify and develop management talent • Common practices • Management shortage

  31. Knowledge management in the MNE

  32. Key terms • Cross-cultural adjustment • Cross-cultural training • Cultural shock • Global competencies • Global mindset • Global leadership • Glue technology • Knowledge management • Virtual/global teams

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