Presentation on theme: "CROSS CULTURAL TRAINING"— Presentation transcript:
1CROSS CULTURAL TRAINING IM CONSULTANTSWith you today:Ian HaskettMonica ChudyNjazi ZyberajCandice ClementsAmy GurneyShannon McCallam
2IM Consultants Who we are. What we do. We are IM Consultants Based in Bournemouth with twenty years experience in cross cultural training. We cover Europe, China Japan and India.What we do.We offer bespoke cross cultural training packages. Designing and delivering training seminars and consultancy programmes to corporate and public organisations.We asses our clients needs through initial meetings and make detailed proposals based on the specific requirements identified
3Overview of the assignment Karen Jenkins, TOPSHOPBrief profile / biography of the managerKaren Jenkins has a background in Buying and procurement for Marks and Spencers where she had an indirect link with the buyer for Malaysia and The Philippines. Four years ago she started working for Topshop as a senior buyer and has been promoted to Buying manager for the Japanese stores.Brief overview of the assignmentThe new role is Buying Manager for the recently formed franchises of Topshop in Japan.
4Cross-Cultural Profiles: Japan & UK Time focusJapan: polychronic society; time is flexible and fluid, activities less structured; multi-tasking-tend to do many things at the same time; building a long-term relationship is a priority of most Japanese businessesUK: monochronic society; time is inflexible, time is tangible, activities are structured and scheduled in a linear fashion; tend to do one thing at a time; control systems involving strict timetabling/deadlinesPower cultureJapan: high power distance; organisational structure is strict & hierarchical; everyone has a distinct place in the hierarchy in a social or business situation; practice of lifetime employmentUK: flatter and less bureaucratic approach; less adherence to hierarchy with more impact to get work done effectively and efficiently; ideas of ‘jobs for life’ overtaken by change in work patterns and prospectsTime OrientationJapan: past and long-time future oriented; business engagements require long-term commitment and focus on long-term benefitsUK: present and short-time future oriented; determined to achieve short-term goals and objectives rather than developing objectives in the long-term context or through long time cooperationSource: Browaeys & Price, Understanding Cross-cultural Management ,1st Edition. Pearson education 2009
5Cross-Cultural Profiles: Japan & UK StructureJapan: Collectivistic culture-interests of the group prevails over individual; strong sense of belonging to a groupUK: High Individualistic culture- ‘I’ predominates over ‘We’; promotes individual goals, initiative and achievementCommunicationJapan: high context culture; indirect and implicit messages; less written and formal information; much nonverbal communicationUK: low context culture; direct, simple and clear messages; value straightforward, concise and efficient communication; more focus on verbal communication than body languageWomen in BusinessJapan: high masculine-oriented culture; largely equal footing with men in terms of legal rights however, some companies retain very traditional views; average annual income stands at around half of the male levelUK: women make up large percentage of the workforce- almost 50%; still paid less for performing the same tasks as male colleagues; more frequently found in managerial positions than in most other European countriesSource: Browaeys & Price, Understanding Cross-cultural Management ,1st Edition. Pearson education 2009
6Tasks & Challenges Facing the Buying manager Leadership & taskdistribution-Different leadership style,-Japanese find it hard to say ‘No’ (even ifthey know the task is unachievable)-Hierarchy organisational structure withstrong emphasis on status (gender, age)-Little work/life balance-Compulsory socialisationRecruitment & training- Recruiting process-People expect continuedemployment and training-Emphasis on group work and teambuildingNegotiations-In Japan could be lengthy process-Focus on long-term relationship-In High-context culture much ofinformation is implicit and indirect-Non-confrontational style, ‘saving face’-Punctuality is very importantBuying ManagerInstitutional environment-Labour and other legislations- Unions & collective bargaining-Trade regulations-Healthcare & education systemsPerformance management& compensations-Informal check of performance-Seniority-based pay-Fixed compensation packages-group reward rather individual
7Training Objectives Short term objectives: Awareness: expectations and realities of working overseasCultural understanding: behaviour patterns inside and outside the business environmentCommercial law: knowledge of the legal requirements in Japan for businessesLanguage skills: a basic working knowledge of business JapaneseCommunication: effective conversation, meeting etiquette and negotiation skillsLong term objectives:Successful intergration into the Japanese business environmentEffective management of both local and international team members to meet long term business growth objectivesEnsure re-integration into the UK business environment after 2 yearassignment
8Proposed Training Program Pre-departure:Didactic training – general and specific cultural- Orientation briefing with partner and line manager- One to one and group lectures and workshops- Reading materials and textbook study- Case study discussions- VideosExperiential training – general and specific cultural- Workshops on cultural differences and their implications- Theoretical exercises- Role play- Immersion- Language oral scenarios
9Proposed Training Program In-country:Local immersion: accompanied meetings can be offered by local support networkWeekly support sessions: identifying issues and additional training needsOffice hours support line service for any queries or issues with understanding local events and/or customsSupport documentation:Printed copies of all training materialsOnline access to case studies, video materials and translation servicesLanguage training can also be provided in mp3 format for ongoing study
10Measuring Our SuccessIM Consultants use Kirkpatrick’s (1994) 4 levels of training evaluation to report on theprogress and success of our training.Reaction: how the delegate reacts and interacts with the traininge.g. feedback forms and self assessment exercisesLearning: measuring the knowledge increase (before vs. after)e.g. interview, observation and formal testingBehaviour: measure of implied learning, how knowledge is used ‘on the job’e.g. interviews and observation over timeResults: the final effects on the business and environment of the traininge.g. management appraisal systems, line manager interviewsAll evaluation documentation will be provided weekly for discussion onprogress against the agreed training objectives.
11Timings and CostsTime scales are based on one day per week of training timeWe recommend that integration into the Japanese team begins as soon as possible, with live training taking part as the candidate moves into the roleLanguage training should be allocated extra out-of-work study time
12IM Consultants have over 20 years of experience delivering bespoke cross cultural training solutions. We have successfully integrated over 250 candidates into Asian positions in the last 5 years. Any questions?
13ReferencesBusinessballs, Kirkpatrick’s learning and training evaluation theory. Available from:[accessed 22nd April2011]Businessballs, Training program evaluation. Available from:[accessed 22nd April 2011]Kwintessential, Culture awareness and etiquette training. Available from:[accessed 22nd AprilSachiko, T International management lecture slides. Bournemouth: BournemouthUniversity.