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

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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


Training in the mne

Training 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


Issues related to global training and development

Issues related to global training and development


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

GuatemalaReadings

MexicoPanel

VenezuelaLecture

Costa RicaCase studies

IsraelRole 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


Virtual and global teams

Virtual and global teams


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 development

Global leadership development


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


Box 6 2 skills of transnationally competent managers vs traditional international managers

Box 6.2: Skills of transnationally competent managers vs. traditional international managers


Development of a global mindset

Development of a global mindset


Definition of a global mindset

Definition of a global mindset

  • Personal and professional aspects

  • Multiple definitions


Characteristics of a global mindset

Characteristics of a global mindset

  • The ability to master and effectively apply multiple competencies


Characteristics of organizations with a global mindset

Characteristics of organizations with a global mindset

  • Geocentric

  • Consider IBM


Acquiring a global mindset

Acquiring a global mindset

  • 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


Cross cultural adjustment

Cross-cultural adjustment

  • Sacrifices

  • Culture shock/reversed cultural shock


Preparation for the international assignment

Preparation for the international assignment

  • 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

  • Cognitive

  • Behavioral

  • Performance

  • Adjustment

  • Counseling


Design and delivery of cross cultural training

Design and delivery of cross- cultural training

  • 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

  • Identify and develop management talent

  • Common practices

  • Management shortage


Knowledge management in the mne

Knowledge management in the MNE


Key terms

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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