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Hosting International Guests and Staff: Cultural Opportunities and Challenges Kathi Kiernan, Trapp Family Lodge Tony Clark, Blueberry Hill Inn Catherine.

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Presentation on theme: "Hosting International Guests and Staff: Cultural Opportunities and Challenges Kathi Kiernan, Trapp Family Lodge Tony Clark, Blueberry Hill Inn Catherine."— Presentation transcript:

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2 Hosting International Guests and Staff: Cultural Opportunities and Challenges Kathi Kiernan, Trapp Family Lodge Tony Clark, Blueberry Hill Inn Catherine DeLeo, Lyndon State College Susan Sussman, Senator Patrick Leahy’s Office November 29, 2007 Burlington, Vermont

3 Session Goals  Discussion of nuances of international traveler expectations;  Sharing of Culture-general/specific cross-cultural training tips of multi-cultural workers;  New knowledge for enabling dialog for effective mutual understanding of company goals;  Information concerning current Visa process  Related references and resources

4 Intros 참 # of international visitors last year? 참 # of international workers? 참 Discuss 1 major concern or challenge you face as a host AND as employer

5 OTTI Stats ++’05 US captures 6.1 % of the 8.8 million int’l travelers (rank 3 rd behind Fr and Ger) ++Int’l visits to US up 15% in August 2007 + spending exceeds $10 billion for August (OTTI11/20/2007) ; - US Market share down 35% since ’92 -Loss of 27 million travellers to US

6 ’05 VT Economic Impact Benchmark Study -13.4 million person trips to Vermont 44% = international visits (not CAN) - Reps 4.2 nights/trip (.3 million) - 1.1% all visitor nights

7 Meeting expectations … The Iceberg Analogy observable = above the waterline imagined/assumed = beneath the sea there’s a relationship between what lies above and below the waterline;

8 Cultural Competence Culture General u Human Nature: What is the character of human nature? u Relationships: How do people establish relationships? u Nature: What is the relationship of people to nature? u Time: Where is the temporal focus of life? u Activity: How do people live their lives?

9 Past Present Future In the …. u Time, change, future u Individualism, diversity u Compete, compromise u Equality, egalitarianism u “live to work”

10 Cultural World Map: Bird’s Eye View Legal Code Moral Code Religious Code Moral-Legal Mix Multicultural Playing Field LLC, 2007. All Rights Reserved.

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12 Hofstede’s Dimension of Culture u 1. Power distance - extent to which people accept social hierarchies and the power gaps they create. u 2. Individualism versus collectivism - orientation to personal or group achievements. u 3. Masculinity versus femininity - the degree to which a culture does or does not separate traditional gender roles. u 4. Uncertainty avoidance - the degree to which a culture is uncomfortable with ambiguity and seeks certainty. u 5. Long-term time orientation - a culture's orientation to Confuciann, Christian, Islamic views. –Link Cultures and Oranizations – Geert HofstedeLink

13 Cross-cultural consideration u Global insight… The world in which we are born is just one model of reality. Other cultures are not failed attempts at being like us. They are unique manifestations of the human spirit… u Breaking stereotypes…. We don’t see things as they are; we see things as we are… (www.worldpeacepassport)

14 Cultural Competence Culture Specific (5 orientations) Cognitive Styles: How We Organize and Process Information Negotiation Strategies: What We Accept as Evidence Value Systems: The Basis for Behavior BehaviorBehavior Locus of Decision-making Sources of Anxiety Reduction Issues of Equality/Inequality

15 Norms, Traditions, Mores Which cultural time perspectives are reflected in these dimensions? eTeTime, tradition, past aNaNationalism, family aCaCooperation, conflict aHaHierarchy, protocol aCaCommunication

16 International staff Survey info from resorts Background info on host countries Kwintessential Hofstede

17 Effect of Intercultural Sensitivity on Employee Performance Employees with high intercultural sensitivity scored significantly (p <.05) higher on measures of service attentiveness, revenue contribution, interpersonal skills, job satisfaction, and social satisfaction as they relate to cross-cultural encounters. There was no significant difference in scores for motivation-to-work, job tenure, and primary rewards (compensation, recognition, etc.). Cross-Cultural Service Encounters in the Hospitality Industry and the Effect of Intercultural Sensitivity on Employee Performance

18 Verbal Communication Styles u Repartee u Ritual Conversation u Argument/Verbal Duel Self-Disclosure ask plenty of open questions - being with who, what, why, where, how; -really listen to the answers; -probe for more information by asking closed questions - yes/no type; -acknowledge the other person's position; -answer their concerns calmly and reasonably u Speaking

19 Non-verbal communication u Distance u Eye contact u Facial expressions u Hands u Language, euphemisms, slang, provincialism u Humor

20 Cross Cultural Abacus

21 Japanese game show u http://www.japanesetranslator.co.uk/portfoli o/question_of_sport/ http://www.japanesetranslator.co.uk/portfoli o/question_of_sport/

22 Intercultural Knowledge and Understanding Cultural competence is knowing what I don't know and learning to understand what other's expectations are (Deborah Dagit, Silicon Graphic's Director of Diversity) u ability to deal with complexity u ability to switch between cultural paradigms u listening for understanding; enhancing questions, u responding skills essential to demonstrate understanding."

23 Intercultural Management Skills Communication Skill – misunderstanding-free of company goals u builds good working relationships across cultures? u avoids offending people; nurtures assets (cultural capital)? Creates a culture of learning, balancing inquiry and advocacy Know where to find resources Ubonto – thinking through the eyes of the other u Is cultural stereotyping or cultural generalization harmful, or helpful? u Why do some cultures always seem to want to rush in to things? u Why do some nationalities seem to take forever to agree anything? u Why do I sometimes get the answer "Yes", when they really mean "No"? u How can I best influence/relate to someone from another culture? u How can we improve the effectiveness of our business as we face increasing "global" challenges, which require international co-operation? u When is it not "culture" and when is culture used as an excuse?

24 Key Attributes u Intercultural awareness –Empathy, interest, curiosity u Flexibility u Capitalizing on similarities and differences u Patience

25 References & Resources u Attached separately


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