1. Mgt-485 15-1 Mgt 485 CHAPTER 16 HUMAN RESOURCE DEVELOPMENT ACROSS CULTURES

2. Mgt-485 16-2 Applied Project Papers & Presentations  Papers – Per Syllabus –Note – there is NO length specified –Keep it CRISP! Concise Relevant Informed Systematic, and Practical.  Presentation –Nominal 3 minutes each  Use PowerPoint or other aides  Discuss Highlights (not details!)  Lead to your conclusion

3. Mgt-485 16-3 Paper development  Opening sentence –Identify product, service, country  Discuss RELEVANT domains –Social, technological, economic, political  Narrow focus onto important aspects of –Cultural differences –Trade barriers, restrictions, fees, etc. –Review all exercises (important information)  Discuss exactly how these issues will impact product and or service –Viability of pursuing the market?

4. Mgt-485 16-4 Internet Sites - HR  http://www.unitar.org/  http://www.itcilo.it/  http://www.trainingitc.com/  http://usinfo.state.gov/  http://www.t-bird.edu/  http://www.sit.edu/  http://www.wetfeet.com/asp/companyprofiles.asp?co mpanypk=1618  http://www.nam.org/institute/success/educomp.html

5. Mgt-485 16-5 Training and MNC’s  30% of MNC’s offer formal cultural training programs  58% of MNC’s offer some cultural training to expatriates  91% of MNC’s offer cultural orientation to spouses  75% of MNC’s offer cultural orientation to children

6. Mgt-485 16-6 MNC Management Philosophies \ Ethnocentric l home-office personnel in charge of key l management positions Polycentric local nationals in key management positions Regiocentric l relies on local managers from a particular l geographic region to handle operations Geocentric integrates diverse regions through a global approach to decision making

7. Mgt-485 16-7 Reasons for Training Prior to Overseas Assignments  Organizational reasons – To reduce ethnocentrism – To Improve the flow of communication between home office and affiliates – To increase MNC efficiency and profitability  Personal reasons –To improve abilities to interact with locals –To dispel myths and stereotypes –To overcome arrogance –To assist with foreign language acquisition

8. Mgt-485 16-8 TYPES OF TRAINING PROGRAMS  Standardized (generic) management tools to be used regardless of where the mangers are sent in world –used by small firms  Tailor-Made (custom) management tools created for the specific needs of the participants – used by larger MNC’s

9. Mgt-485 16-9 The Process of Self- Evaluation What is your management style?  Factual - decisions based on data  Intuitive - innovative; jumps from idea to idea  Analytical- carefully weights alternatives  Normative- concerned with how things should be done

10. Mgt-485 16-10 CULTURAL ASSIMILATORS A Cultural Assimilator is a learning tool designed to expose members of one culture to some of the basic concepts, attitudes, role perceptions, customs, and values of another

11. Mgt-485 16-11 Problems with Assimilators  Choice of content (critical incidents) –an expatriate interaction with a host national –a puzzling situation easily misinterpreted –accurate interpretation is probably given sufficient knowledge –the situation is relevant to the expatriates’ task requirements  Validation –Does the instrument measure what it is designed to measure?  Cost-Benefit Analysis –$40,000 per assimilator

12. Mgt-485 16-12 Other Approaches for Overseas Preparation  Visits to the host country  Briefings by host-country managers  In-house management programs  Training in local negotiation techniques

13. Mgt-485 16-13 ORGANIZATIONAL DEVELOPMENT Organizational Development (OD) - the deliberate and reasoned introduction, establishment, reinforcement, and spread of change for the purpose of improving an organizations effectiveness and health

14. Mgt-485 16-14 OD Interventions  Team building –sensitivity training and co-operation  Management By Objectives (MBO) –joint setting of subordinates goals  Confrontations meetings –information on intra- or intergroup conflict  Third-party peacemaking –mediator to resolve conflict  Survey feedback –using information to develop an action plan

15. Mgt-485 16-15 Limitation of OD in International Settings  Cultural barriers  Language differences  Power distance and uncertainty avoidance differences

16. Mgt-485 16-16 Why International Assignments End in Failure  Career blockage  Culture shock  Lack of pre-departure cross-cultural training  Overemphasis on technical qualification  Dumping grounds for troublesome employees  Family problems

17. Mgt-485 16-17 Difficulties on returning home  Lack of respect for acquired skills  Loss of status  Poor planning for return position  Reverse culture shock

18. Mgt-485 16-18 Approaches to Cross-Cultural Training