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
Guatemala Readings
Mexico Panel
Venezuela Lecture
Costa Rica Case studies
Israel Role 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
Box 6.2: Skills of transnationally competent managers vs. traditional international managers
Transnational skills
Transnationally competent manager
Traditional international managers
Global perspective
Understand worldwide business environment from a global perspective
Focus on a single foreign country and on managing relationships between HQs and that country
Local responsiveness
Learn about many cultures
Become an expert on one culture
Synergistic learning
Work 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 adaptation
Adapt to living in many foreign cultures
Adapt to living in a foreign culture
Cross-cultural interaction
Use cross-cultural interaction skills on a daily basis throughout assignments
Use cross-cultural interaction skills primarily on foreign assignments
Collaboration
Interact with foreign colleagues as equals
Interact within clearly defined hierarchies of structural and cultural dominance
Foreign experience
Transpatriation 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
Not sure if you want more of the info on this slide or not, don’t want to give away too much?????

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