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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 GuatemalaReadings MexicoPanel VenezuelaLecture Costa RicaCase studies IsraelRole 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 Figure 6.1: Effectiveness of homogenous and heterogeneous teams Number of Teams Performance Diverse Teams Managed Well Diverse Teams Managed Poorly Homogeneous 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 Transnational skillsTransnationally competent managerTraditional international managers Global perspectiveUnderstand worldwide business environmentfrom a global perspective Focus on a single foreign country and on managing relationships between HQs and that country Local responsivenessLearn about many culturesBecome an expert on one culture Synergistic learningWork with and learn from people of many cultures simultaneously Work with and coach people in each foreign culture separately or sequentially Create a culturally synergistic environment Integrate foreigners into the Organizational headquarters’ national organizational culture Transition and adaptationAdapt to living in many foreign culturesAdapt to living in a foreign culture Cross-cultural interactionUse cross-cultural interaction skills on a daily basis throughout assignments Use cross-cultural interaction skills primarily on foreign assignments CollaborationInteract with foreign colleagues as equals Interact within clearly defined hierarchies of structural and cultural dominance Foreign experienceTranspatriation for career and organization development Expatriation or inpatriation primarily to get the job done

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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