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Mgt 485 CHAPTER 16

Mgt 485 CHAPTER 16. HUMAN RESOURCE DEVELOPMENT ACROSS CULTURES. Applied Project Papers & Presentations. Papers – Per Syllabus Note – there is NO length specified Keep it CRISP! Concise Relevant Informed Systematic, and Practical .

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Mgt 485 CHAPTER 16

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  1. Mgt 485CHAPTER 16 HUMAN RESOURCE DEVELOPMENT ACROSS CULTURES

  2. Applied Project Papers & Presentations • Papers – Per Syllabus • Note – there is NO length specified • Keep it CRISP! Concise Relevant Informed Systematic, and Practical. • Presentation • Nominal 3 minutes each • Use PowerPoint or other aides • Discuss Highlights (not details!) • Lead to your conclusion

  3. Paper development • Opening sentence • Identify product, service, country • Discuss RELEVANT domains • Social, technological, economic, political • Narrow focus onto important aspects of • Cultural differences • Trade barriers, restrictions, fees, etc. • Review all exercises (important information) • Discuss exactly how these issues will impact product and or service • Viability of pursuing the market?

  4. Internet Sites - HR • http://www.unitar.org/ • http://www.itcilo.it/ • http://www.trainingitc.com/ • http://usinfo.state.gov/ • http://www.t-bird.edu/ • http://www.sit.edu/ • http://www.wetfeet.com/asp/companyprofiles.asp?companypk=1618 • http://www.nam.org/institute/success/educomp.html

  5. Training and MNC’s • 30% of MNC’s offer formal cultural training programs • 58% of MNC’s offer some cultural training to expatriates • 91% of MNC’s offer cultural orientation to spouses • 75% of MNC’s offer cultural orientation to children

  6. MNC Management Philosophies • Ethnocentric • home-office personnel in charge of key • management positions \ Polycentric local nationals in key management positions • Regiocentric • relies on local managers from a particular • geographic region to handle operations Geocentric integrates diverse regions through a global approach to decision making

  7. Reasons for Training Prior to Overseas Assignments • Organizational reasons • To reduce ethnocentrism • To Improve the flow of communication between home office and affiliates • To increase MNC efficiency and profitability • Personal reasons • To improve abilities to interact with locals • To dispel myths and stereotypes • To overcome arrogance • To assist with foreign language acquisition

  8. TYPES OF TRAINING PROGRAMS • Standardized (generic) management tools to be used regardless of where the mangers are sent in world • used by small firms • Tailor-Made (custom) management tools created for the specific needs of the participants • used by larger MNC’s

  9. The Process of Self-Evaluation What is your management style? • Factual - decisions based on data • Intuitive - innovative; jumps from idea to idea • Analytical- carefully weights alternatives • Normative- concerned with how things should be done

  10. CULTURAL ASSIMILATORS A Cultural Assimilatoris a learning tool designed to expose members of one culture to some of the basic concepts, attitudes, role perceptions, customs, and values of another

  11. Problems with Assimilators • Choice of content (critical incidents) • an expatriate interaction with a host national • a puzzling situation easily misinterpreted • accurate interpretation is probably given sufficient knowledge • the situation is relevant to the expatriates’ task requirements • Validation • Does the instrument measure what it is designed to measure? • Cost-Benefit Analysis • $40,000 per assimilator

  12. Other Approaches for Overseas Preparation • Visits to the host country • Briefings by host-country managers • In-house management programs • Training in local negotiation techniques

  13. ORGANIZATIONAL DEVELOPMENT Organizational Development (OD) - the deliberate and reasoned introduction, establishment, reinforcement, and spread of change for the purpose of improving an organizations effectiveness and health

  14. OD Interventions • Team building • sensitivity training and co-operation • Management By Objectives (MBO) • joint setting of subordinates goals • Confrontations meetings • information on intra- or intergroup conflict • Third-party peacemaking • mediator to resolve conflict • Survey feedback • using information to develop an action plan

  15. Limitation of OD in International Settings • Cultural barriers • Language differences • Power distance and uncertainty avoidance differences

  16. Why International Assignments End in Failure • Career blockage • Culture shock • Lack of pre-departure cross-cultural training • Overemphasis on technical qualification • Dumping grounds for troublesome employees • Family problems

  17. Difficulties on returning home • Lack of respect for acquired skills • Loss of status • Poor planning for return position • Reverse culture shock

  18. Approaches to Cross-Cultural Training

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