Multicultural workforce

Managing Cultural Diversity: Cross-Cultural Management Training

Managing diversity in a business is vitally important in terms of promoting harmony and productivity in the workplace.  Each of us brings our 'signature culture' with us to work - whether we are English, American, or of Central European origin and operating in a different geographical culture – whether it be German, Russian or a French business. 

Our behaviour is influenced by our country culture, our background and our upbringing.  It is not surprising that some people have difficulty operating within a culture different from that which they have developed and fail to understand the culture of others because it may appear alien to them.

In truth the majority of ‘ex pat’ managers or their partners, have difficulty adapting to cultures which appear foreign.  Our role is to facilitate the understanding of corporate and national culture to enable people to grow, develop and achieve their potential either in business or socially.

National, Norms, Standards, Values & Traditions

When we do experience difficulty adapting to another culture it is because we don't understand the predominant norms, values and beliefs which underpin, and are the foundation of others’ national cultures.

Our expertise focuses on examining the differences between geographic cultures and offers you the opportunity to pursue harmony working with others from other cultures. 

We dispute the idea of a one national culture because we can see differences even in a small country between the values and norms and traditions of those in the south and the north of that country - and indeed there are differences between regions and districts.  Just consider the wide differences that exist in the UK between Scotland and the South of England and the differences between north and south in Italy, Germany and France.

Tailored Programmes on Cultural Diversity

This programme is typical of those that we design especially to meet the needs of your business in a variety of countries.  We have over 150 experts who can deliver this programme in Russian, German, French, Spanish, English, Chinese, Japanese, Dutch amongst others. 

The three day cross-cultural training program “Managing Cultural Diversity” is intended for those members of your company staff who work in international business environment and strive to further develop their intercultural competence.

Learning Objectives: Managing Cultural Diversity

• Understand cultural reasons behind actions of your foreign business partners
• Develop a non-judgmental attitude based on cultural values’ analysis
• Increase cultural self-awareness
• Reduce cross-cultural misunderstandings and thus enhance employees’ efficiency
• Understand values and key themes that shaped mentality of target cultures
• Get first-hand knowledge about successful business cooperation with target cultures

Cross-Cultural Training Programme: Content

We suggest that following topics are tackled in the cross-cultural training programme. These modules should not be viewed as a final plan but rather as an orientation. Due to group dynamics and individual participants’ interest the training programme will be adapted accordingly. This will enable the group to reach the highest learning effect which is only possible due to the flexible planning of a training programme.

The final outline will be created in accordance with participants’ needs stated in the training expectation questionnaire. The final outline will therefore reflect the most relevant business oriented aspects that are important to participants.

The advantage of a three-day cross-cultural training compared to a two or one-day course is that it is focused to the highest degree on practical application of material learnt. Therefore, in a three-day program practical elements such as: group work, exercises, case studies, video materials etc. play a major role. Practical application of skills acquired during a one-day program is therefore lower compared to a two or three day program.

Overview and Learning Objectives

• Learning  objectives
• Interactive introduction: Participants and Trainer
• Target setting: Definition of success in intercultural settings
• Competencies for successful cross-cultural cooperation

Shaping a Foundation for Successful Cross-Cultural Cooperation

• Balancing complexity in cross-cultural cooperation
• Learning new ways – Maslow model for international transition
• Onion model of culture
• Individual work: Personal value system
• Group work: Developing your cultural awareness

Influence of Culture of Business - Recognizing Cultural Differences

• Status and hierarchy in companies
• Private and public aspects: Overlap or separation
• Rules and relationships with business partners
• Amount of emotions appropriate to express
• Source of recognition: Accomplishment or membership
• Direct vs. indirect communication
• Recommendations for doing business with target cultures

Values & Key Themes Shaping the Behaviour of Target Cultures

Factors that shape the 'mind set' of tartget cultures

• Geography
• Historical events
• Religion
• Social & Political factors

Behavioural Norms and Etiquette 

Politeness and respect

• Differences toward men and women
• Generational differences
• Making contact and establishing relationships
• Gift giving customers, criteria used to select a gift c
• ustoms
• Invitations and entertaining

Doing Business with Target Cultures: Learning from Each Other 

Participants’ Group Work and Presentations

Meeting Protocol

• Establishing credentials and credibility towards internal and external clients  
• Making the appointment, confirmation, arrival
• The actual meeting
• Preferred presentation style

Communication and Knowledge Management

• Ways of information sharing
• Communication of the corporate vision, mission, and goals
• Importance of informal communication or socialization outside of the workplace
• Networking and Relationship-Building
• Importance of social and political networks for effectively conducting business
• Strategies to establish and maintain these networks

Customs

• Entertainment:  types of events, style of dress, expectations
• Gift giving:  appropriate settings, types of gifts, reciprocation, etc.
• Gender, seniority, and age issues

Leadership Styles

• Key characteristics of a good leader
• Types of leadership that have proved ineffective                          

Direct Report & Manager Relationships

• Effective subordinate-manager relationship
• Employees’ expectations
• Motivation factors

Feedback and Development

• Feedback process
• Situations in which feedback is given
• Formality in which feedback is given
• Informal feedback versus formal performance assessments
• Managing expectations of feedback
• Strategies of development
• Preferred methods of training and expected training outcomes

Decision-Making

• Level in most organisations at which decisions are made
• Dusing making processes

Team Work

• Keys characteristics for a well functioning team
• What is a “team”
• Single function teams vs. cross-functional teams
• Assignment of team leader and expectations of leadership style
• Impact of differing level and status of team members on team interaction
• Key attributes/characteristics of a good team member

Negotiating

• Successful negotiation process
• Players
• Location
• Timing
• Tips for increasing assignee’s negotiating skills

Corporate Cultures and National Patterns

Corporate Cultures

• Power-oriented culture
• Role-oriented culture
• Project-oriented culture
• Achievement-oriented culture
• Comparison between Target cultures
• Diagnosis of corporate culture

Development of Intercultural Competency + Action Plan

• Six stages of intercultural competency
• Cultural adjustment process
• Cross-cultural action plan for each participant

Seminar Summary

• Summary
• Assessment 
• Questions and Answers

Methodology

Cross-Cultural Management Training is based on interactive methods as :

• Individual and group presentations
• Group work
• Structured role plays
• Case studies’ analysis
• Business simulations

In-depth ProgrammesFour to Six Months after the First Training Course

A long-term cooperation is marked by sequential processes of adaptation and a development afflicted by conflicts. The follow-up training course approximately four to six months after the first training program gives optimum support for the process and serves to improve the requirements of a long-term cooperation effectively. 

The follow-up training program expands the contents of the first training course. The training elements will be designed and prepared in cooperation between the trainer Ms Beekes and the participants.

Possible contents of the follow-up training program:

• Optimization of one’s own awareness of cultural differences
• Reflection of the contents of the first seminar that have been implemented in the meantime
• Self-reflection of practical experience in order to make the cooperation more effective
• Analysis of experience gained
• Ensuring transfer for daily working life

Preparation & Planning for Design of Cultural Diversity Programme

The requirements, expectations and individual requests of the participants are deter-mined in advance by means of an expectations questionnaire in English, which is sent by email and can be filled in directly on the computer. The final program will be set up on the basis of this information.

Wrap-Up Phase

After approximately 8 to 12 weeks the participants will be asked to check the practical relevance of the training program and to ask any questions that have arisen in the meantime by means of a standardized questionnaire in English that is sent by email and can be filled in directly on the computer.

Our Services

• Mailing of the expectations questionnaire to the participants.
• Evaluation of the completed expectations questionnaire and if necessary further phone calls with the participants to clarify any points that might be un-clear.
• Preparation of the training session on the basis of the participant-related analysis.
• Compilation of a document folder for the participants.
• Conduction of the training program.
• Wrap-up of the training program.
• Mailing of another questionnaire after approximately 8 to 12 weeks.
• Evaluation of the questionnaire on the practical relevance of our training course.
• Preparation of the follow-up training course on the basis of the wrap-up questionnaire and preparatory talks with a competent representative of the company.
• Compilation of another document folder for the participants.
• Conduction of the follow-up training course.
• Follow-up telephone calls with the participants