Chapter 6 training and management development in the multinational enterprise
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CHAPTER 6: Training and management development in the multinational enterprise. 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.

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Chapter 6 training and management development in the multinational enterprise

CHAPTER 6: Training and management development in the multinational enterprise


Learning objectives chapter 6
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.


Overview chapter 6
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



T d imperatives
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



Localized approach to global t d
Localized approach to global T&D

  • Culture

  • Learning styles

  • Education levels and forms

  • Language

  • Laws

  • Transfer of training


Box 6 1 match training techniques to country culture
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


Standardized approach to global t d
Standardized approach to global T&D

  • Common processes, practices and principles

  • E-learning



Creating global teams
Creating global teams

  • Size

  • Effectiveness

  • Belbin® team roles

  • Contextual variables

  • Best practices


Figure 6 1 effectiveness of homogenous and heterogeneous teams

HomogeneousTeams

Number of Teams

Diverse Teams Managed Poorly

Diverse Teams Managed Well

Performance

Figure 6.1: Effectiveness of homogenous and heterogeneous teams

Source: Di Stefano & Maznevski, 2000



Global leadership theories
Global leadership theories

  • GLOBE research

  • Trompenaars and Hampden-Turner

  • Kets de Vries


Identification of high potential leaders
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


Development of leaders
Development of leaders

  • “Global Explorers”

  • Competencies

  • Adler’s research



Development of a global mindset
Development of a global mindset traditional international managers


Definition of a global mindset
Definition of a global mindset traditional international managers

  • Personal and professional aspects

  • Multiple definitions


Characteristics of a global mindset
Characteristics of a global mindset traditional international managers

  • The ability to master and effectively apply multiple competencies


Characteristics of organizations with a global mindset
Characteristics of organizations with a global mindset traditional international managers

  • Geocentric

  • Consider IBM


Acquiring a global mindset
Acquiring a global mindset traditional international managers

  • Four T’s (training, transfer, travel, team)

  • Developing a new perspective

  • Experiential learning


Cross cultural preparation for international assignees
Cross-cultural preparation for international assignees traditional international managers


Cross cultural adjustment
Cross-cultural adjustment traditional international managers

  • Sacrifices

  • Culture shock/reversed cultural shock


Preparation for the international assignment
Preparation for the international assignment traditional international managers

  • Orientation

  • Training


Box 6 3 preparation and training for international assignees
Box 6.3: Preparation and training for international assignees

  • Establishing and maintaining relationships

  • Preparation objectives

  • Forms of training

  • Training outcomes


Training focuses
Training focuses assignees

  • Cognitive

  • Behavioral

  • Performance

  • Adjustment

  • Counseling


Design and delivery of cross cultural training
Design and delivery of cross- cultural training assignees

  • Behavioral awareness

  • Cultural understanding

  • Practical application

  • HR checklist


Global executives developing managers in the global enterprise
Global executives: Developing managers in the global enterprise

  • Parent country managers

  • Development of local staff


Patterns of global management development
Patterns of global management development enterprise

  • Identify and develop management talent

  • Common practices

  • Management shortage



Key terms
Key terms enterprise

  • 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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