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Argentina

Managing People and Organisations. International Training & Development Program Motolora Mobile company. Argentina. Agenda. Introduction Cultural Differences - Theories Tackling the Cultural Differences- A Series of Practical Training Programs Recommendations . Who We Are.

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Argentina

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  1. Managing People and Organisations International Training & Development Program Motolora Mobile company Argentina

  2. Agenda • Introduction • Cultural Differences - Theories • Tackling the Cultural Differences- A Series of Practical Training Programs • Recommendations

  3. Who We Are • Introduction – Vera Walker • Cultural Differences: Theories – Prachak Manosuthi • Tackling the Cultural Differences: A Series of Practical Training Programs • Stage One- Vivian Luan • Stage Two- Kai Jiao • Stage Three- Wichanan Vanichkul • Recommendation - Vivian Luan

  4. MOTOROLA • An American Based Multinational Company • Present over 100 countries with employees of 60,000 (until 2006) • Gross Sales of US$42 billion (2006) • Products: mainly on communication devices such as mobile handsets, base stations and routers etc Source: www.motorola.com

  5. Manager Profile • NameMs. Anna Smith • Age 28 (14/ 06 / 79) • Nationality Argentina • Religion Roman Catholic • Status Single • Position Marketing Manager • Residence Buenos Aires • Languages Spanish English • Qualification Bournemouth University, England MA International Marketing Management, (2000-2001)

  6. Structure of Position General Manager Finance Manager HR Manager Marketing Manager Manufacturing Manager Line Manager A Line Manager B Line Manager C Line Manager D team A team B team C team D

  7. Country Location Argentina Pakistan

  8. Country Information www.cia.gov/library/publications/the-world-factbook/index.html

  9. Culture Differences between Argentina and Pakistan

  10. Argentina - Pakistan Culture • The different aspects -Hofstede’s theory - Other important differences • The similar aspects - Context theory of Hall - Other important similarities

  11. Cross Cultural Difference Argentina and Pakistan PDI: Power distance index; IDV: Individualism; MAS: Masculinity; UAI: Uncertainty Avoidance Index; LTO: Long Term Orientation Source: http://www.geert-hofstede.com/hofstede_dimensions.php?culture1=5&culture2=66

  12. “Differences” reflected from “Hofstede’s theory”

  13. More Differences

  14. “Similarities” reflected from “Context theory” High context culture. • Southern America and Southern Asia • An atmosphere of “trust” for business interaction • Giving priority to “context” rather than “word” • Implicit communication • Polychronic pattern • Low territory

  15. More Similarities • Relationship-driven culture • Non-controversial conversation • Face-to-face business communication • Positions of authority and seniority • Appointment needed • Open-door policy • Bureaucratic • Hierarchical order

  16. Training Programme

  17. Pre-departure Training Post-Arrival Training Post-Arrival Training Re-Entry Training Departure day Re-Entry Day

  18. Training CoursesSchedule

  19. Host Country Information & Introduction To Culture Course: Culture Awareness Managing Multi-culture team Provider: Communicaid Global Communication Language Course: business language in English Location: Buenos Aires Duration: 2 weeks (40 hrs) Stage One – Pre departure

  20. Managerial skills for International Business Cross-cultural management skills • Negotiation and communicating • Leadership and Motivating • International team building • Managing conflict in international business • Understanding global political and market environments Personal adaptability • Adjustment to new environments • Cultural awareness • The lifestyle and career dilemmas of the executive http://www.insead.edu/home/

  21. Stage Two on Arrival Schedule of the training Course Adjustment of Cultural Shock

  22. Continual Supporting Programs • Time: 4-5pm Friday Every Two Weeks • Venue: via Internet and Telephone • Aim: Continue Support • Skills will develop at the end of the course: Understand different cultures and Values Bridge the differences Manage the differences, resolve the conflicts and build on each other’s ideas

  23. Stage ThreeRe-entry Providing assistance for home country return Reduce the re-entry shock Consultancy and work group with new colleagues Meeting with Motorola Management Team Constant family contact specially prior departure

  24. Total cost

  25. Recommendations • Chaotic political situation • But this programme can be • applied once situation is • settled • Program could still be • applicable to the countries • with similar culture (i.e India)

  26. “ThanK You” Any Question?

  27. Reference • Hofstede G (1982) Culture’s Consequences: International differences in work-related values London: Newbury Park • Harris P (1991) Managing cultural differences London Houston • Harris P (2004) Managing cultural differences: Global Leadership strategies for the 21st century Boston, Amsterdam: Elsevier/Butterworth-Heinemann • Motorola: www.motorola.com • Country information:www.cia.gov/library/publications/the-world-factbook/index.html • Hall & Hall, 1990, cited from Mullins 2002: http://www.geert-hofstede.com/hofstede_dimensions.php?culture1=5&culture2=66 • Ticket: http://www.edreams.pt/edreams/shared/amadeus3/FareItineraryView.jhtml?_requestid=234451 • Training course: (Accessed on the 15th, Jan, 2008) http://www.insead.edu/home/ http://www.communicaid.com/ http://www.intercultural-training.co.uk/crossingcultural.asp?gclid=CI_v4OqJ-JACFQvolAodPhpDqw

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