guide to intercultural management competence · 2010. 11. 12. · intercultural management...

Everything at a glance!

Intercultural ManagementCompetence

YOUR IDEAL DESTINATION: Working internationally, reacting appropriately in given situations.

WE DO NOT OFFER THE SAME SOLUTION

TO EVERYONE. We offer you a roadmap which helps you to reach your concrete objectives

Guide to

MARGARET JANKOWSKY Certifi ed Intercultural Trainer and Presentations Coach. Has shared her knowledge with clients in over 15 countries, from Uruguay to Ukraine and the USA. Speaks English, German and Spanish fl uently. Lived in Ireland, England, Bolivia and Germany. Member of several international networks. Special strengths: helping clients in fi nance, trade and banks to tailor their presentations to their international audiences.

Places where we have special intercultural experience

YOUR PARTN ERS AN D THEIR EXPERIENCE

FRANK BANNYS Degree in Business Administration. Certifi ed Coach and Intercultural Trainer. More than 20 years experience as General Manager, Senior VP, CFO and Controller in Germany, USA, Canada and Greece, including 8 years outside Germany. Project leadership in many other countries. Special strengths: Organization and team development in crisis situations, integration and restructuring projects. Speaks German, English and Spanish fl uently.

Margaret Jankowsky: Worked and livedFrank Bannys: Worked and lived

Intercultural ManagementCompetence

Guide to

5

Does this sound familiar? * A project leader from Germany is in charge of

an international project team. The team is “stuck” and the project is about to fail.

* A US-based company acquires a successful company in Western Europe. The potential synergies between the two companies do not reach their full potential because the managers on both sides “fail to understand each other”.

* An extremely talented manager is given the task of leading a subsidiary in Southeast Asia. Nine months after taking over his position he is called back to headquarters. His management style is not “compatible with the local culture” and has caused several local managers to leave the company.

What do these situations have in common? Nowadays, more and more successful companies, managers and experts fi nd themselves working with people and organizations from other countries. They are faced with other cultures, values and behavior. Many of their successful attitudes and methods do not seem to work anymore. Dealing with new, unfamiliar and unusual situations frequently causes stress – on all sides. Potential problems and confl icts can be anticipated and solved through appropriate preparation and support. Specifi c management objectives are met.

Intercultural Management Competence gathers expertise from various fi elds: personality development, communication, cultural research, management of teams and processes. It is a coaching oriented, pragmatic model.

Our objective: Your success in international situations. You are able to act and react appropriately, without stress, in given situations.

This travel guide contains detailed descriptions of our services, enabling you and your company to reach your destination.

All the best,Frank Bannys

INTRODUCTION

6 7

ALL STOPS AT A GLANCE

TARGET: SUCCESS

Our clients are successful thanks to the optimal integration of key infl uence factors in given management situations in an international context:

* The individual and his communication profi le

* Individual leadership styles* The specifi c characteristics

of country cultures and regional cultures

* Critical success factors in important management and leadership processes

* Individual Coaching

TARGET: PREPARATION

of managers and employees for international leadership or project responsibilities.

TARGET: DEVELOPMENT

AND LEVERAGE

of personal business skills in an international/intercultural context.

TARGET: OPTIMIZATION

Optimal reactions to stress and the unknown in an international context focusing on the awareness and understanding of frequently unconscious behaviors, your own and of others, in diffi cult situations.

TARGET: PRAGMATISM

Strong practical focus using pragmatic methods and tools, in order to ensure a successful transfer of newly developed skills to real business life.

TARGET GROUPS

* Medium sized enterprises with an international focus.

* Employees who have taken on a management position abroad or are coming home after working abroad.

* International project leaders and project team members

* Managers who want to add an international aspect to their leadership skills.

* Employees participating in a management development program.

* Employees who want to invest in their own international development.

* Project leaders and project team members in international change projects.

* Preparation of project leaders and project team members for mergers and acquisitions of international subsidiaries as well as cooperation with international partners.

ALL

STO

PS

AT

A G

LAN

CE

You can also book or extend each module. Ask for tailor made offers. Just call +49 (0)89-45 45 33 90

Notes:

14

DAY

PLA

N

MODULE A:

REALIZATION

AND

RECOGNITION

MODULE B:

DISCOVERY

AND

POSITIONING

MODULE C:

PLANNING

AND

MANAGING

IN AN INTER-

CULTURAL

CONTEXT

A1

B1

B2

B3

A2

A3

B4

C1

C2

C3

B1

B2

B3

B4

C1

C2

C3

A1

A2

A3

1 2 3 4 5 6 7 8T R A I N I N G D AY 9 10 11 12 13 14

Leadership styles

and prof i les

Intercultural

awareness

Intercultural basics

and awareness

Cultural d imensions

Cultural d imensions

and personal i ty

Strategy

Change

Team development

Personal i ty and

Communicat ion

Leadership, communicat ion and

behavior in a cultural context

14 15

IMPORTANT ASPECTS OF MODULE A1

What are my current strengths and behavior patterns under pressure?

How do I recognize how others behave?

What aspects of other people´s behavior cause stress for me?

What kind of behavior do I encounter in an intercultural context and how do I react?

Which additional strengths would I benefi t from?

Which situation would I like to be able to cope with better?

Projection, stereotypes and prejudices.

Realization and recognition of my own personality and communication profile

Notes:We are sure to encounter

new, unfamiliar behavior

and value systems in

international contexts. Our

success in dealing with

intercultural management

situations depends to a

great extent on how well

we understand our own

behavior and how well we

recognize and interpret

our counterpart´s behavior.

This applies especially

when we are under pressure.

We then tend to fall back

on partially unconscious

behavior patterns.

OBJECTIVES AND OUTCOME

OF THIS MODULE

Realization and recognition of your own personality and communication profi le.

Realization of how you behave under pressure.

Realization and recognition of how others behave under pressure.

Development of strategies to leverage your own strengths and resources, especially under pressure.

REQUIREMENTS

None

TIME

1.5 days

MODULE A1

A1

16 17

Realization and recognition of your own leadership style

Notes:Leadership styles define the

way managers behave towards

their employees. Your personal

leadership style is successful

when you reach the business

objectives that have been set

and also meet your employee´s

expectations.

Consciously realizing what

your leadership style is and

under which conditions it

can change are important

elements of consistent

leadership success.


OF THIS MODULE

Realization and recognition of your own leadership profi le.

Realization and recognition of circumstances under which your leadership style would change.

Awareness of the connection between your own personality and communication profi le and your preferred leadership style.

Development of strategies to leverage your own leadership behavior.

REQUIREMENTS

Module A1 or comparable seminars.

TIME

1.5 days


What kinds of leadership styles and leadership characteristics are there?

How would I defi ne my personal leadership style? What are the characteristics of my personal leadership style?

Does my leadership style change according to circumstances? What infl uences the way I lead?

What is the correlation between my preferred leadership style and my personality and communication profi le?

MODULE A2

A2

18 19

Realization and recognition of my own intercultural awareness profile

Notes:Due to our cultural imprinting

and other influences through our

up-bringing and development, we

have certain assumptions about

what is true, right and wrong.

Dealing with people from a different

culture questions the assumptions

which have been decisive in

establishing our identity. Meeting

people from a different culture

shows us how much we take for

granted. Realizing how our own

intercultural awareness influences

us lays the foundation for being

able to respect employees, clients

and partners from other countries.


OF THIS MODULE

Intercultural awareness basics.

Intercultural awareness phase model.

Realization and recognition of the stage of intercultural awareness at which you now are.

Developing strategies to leverage your own intercultural awareness.

REQUIREMENTS

None

TIME

1 day


What are the phases of intercultural awareness?

What phase am I at currently?

How do others see me in this phase?

What steps can I take to leverage my intercultural awareness?

A3MODULE

A3

20 21

Notes:IMPORTANT ASPECTS OF MODULE B1

The “Iceberg model”.

Similarities and differences in cultures, behavior, norms and values and how to deal with them.

Culture shock, prejudices and stereotypes. Why do we fi nd it so diffi cult to deal with “the unknown”?

How to deal with intercultural critical incidents.

What is the correlation between country culture and company culture?

Intercultural basics and awareness

The term “culture”

describes the conscious

and unconscious behavior

patterns, norms and values

which distinguish one group

of people from another.

This module lays the

foundations for our under-

standing of what culture

is and how our culture

infl uences our behavior.


OF THIS MODULE

Intercultural basics: What is “culture”? How strongly does culture infl uence behavior, norms and values?

Discovering and understanding the similarities and differences between your own culture and other cultures.

Discovering and understanding the correlation between the culture of a country and the culture of a company.

Discovering and understanding critical intercultural incidents: culture shock, prejudices and stereotypes.

REQUIREMENTS

None

TIME

1 day

B1MODULE B1

22 23

Notes:Cultures differ from each

other. But how exactly

do they differ? Cultural

dimensions define cultural

characteristics and behavior

which can be described and

measured. Our development

program is based on current

international studies. The

program works with nine

cultural dimensions and the

consequences for our daily

(working) life.


OF THIS MODULE

Knowledge of important dimensi-ons which defi ne a culture.

Discovery and understanding of the infl uence of different cultural dimensions on our daily (working) life.

Discovery and understanding of the correlation between critical intercultural incidents and the infl uence of cultural dimensions.

REQUIREMENTS

Module B1 or comparable seminars.

IMPORTANT ASPECTS OF MODULE B2

What are the important cultural dimensions? How are they defi ned?

Which behavior patterns of the members of a culture can be explained by which cultural dimensions?

In which countries and regions are specifi c cultural dimensions more/less prevalent?

What is the correlation between specifi c cultural dimensions and national economic or social parameters?

Which cultural dimensions do I deal with frequently in my business life? Which do I deal with less frequently?

How will my behavior change after having done this module?

TIME

2 days

Cultural dimensions

Germany (W)India

Future Orientation

Performance Orientation

Uncertainty Avoidance

In-Group Collectivism Institutional Collectivism

Gender Egalitarianism

Assetiveness

Humane Orientation

Power Distance

7,006,005,004,003,002,001,00

Cha

rt B

2

B2MODULE

B2

24 25

Notes:IMPORTANT ASPECTS OF MODULE B3

Which correlation is there between cultural dimensions and personality profi les?

How well do your own personality profi le and your behavior under pressure on the one hand, and the culture with which you interact frequently on the other hand, match?

What behavior patterns are interculturally acceptable to partners or employees from other cultures, especially in critical situations, which at the same time enable you to keep your own position?

Which additional strengths would help me in intercultural situations? Which strengths should be developed?

Cultural dimensions and personality profile

Our personality and

communication profile is

decisively influenced by our

cultural imprint. The same

applies to employees and

partners from other cultures

with whom we work.

This module deals with

the correlation between the

individual profiles and the

dimensions of a culture as

well as the individual areas

for development.

REQUIREMENTS

Module A1, A3, B1 and B2 or comparable seminars.

TIME

1,5 days


OF THIS MODULE

Discovery and understanding of the correlation between individual personality and communication profi les and cultural dimensions for a country or region.

Discovery and understanding of the overlapping of your own personality and communication profi le with the cultural dimensions in your own business context.

Development of your own behavior strategies for specifi c cultures, especially under pressure.

Leverage of personal strengths to develop your international skill set.

B3MODULE

B3

26 27

Notes:Clients and colleagues from

other cultures frequently

have different expectations

of leadership, team work

and working methods.

Consequently, they behave

differently.

This “different” behavior is

especially confusing when

those involved are not aware

of their cultural influences.

Instead, different behavior

is interpreted as personal

weakness, carelessness

or lack of interest. Conflict

situations and inefficient

project or team work are

often the result.

REQUIREMENTS

A1, A2, A3, B1, B2, B3 modules or comparable seminars.


OF THIS MODULE

Discovery and understanding of the correlation between your own leadership styles, personality and communication profi les, and cultural dimensions.

Discovery and understanding of preferred leadership styles in given countries and regions.

Discovery and understanding of what foreign employees expect of your communication and leadership styles.

Developing additional strengths needed in international contexts.

TIME

1.5 days

IMPORTANT ASPECTS OF MODULE B4

Which management and leadership styles are considered to be especially effective in specifi c regions? Which are less effective? How do these judgments relate to the specifi c cultural dimensions?

To what degree does your own leadership and management style match the expectations of your foreign employees and partners? What are the important differences and how should you behave in these situations?

Which leadership characteristics should you develop in order to cope successfully with new challenges in international fi elds?

Which additional strengths would help you to deal with international situations and should be developed?

Leadership, communication and behavior in cultures

B4 MODULE

B4

28 29

Notes:Strategies are ways to

achieve set objectives.

Modern strategy processes

develop strategies on the

basis of a detailed analysis

of external chances and risks

as well as internal strengths

and weaknesses.

In spite of this, strategic

actions such as the reloca-

tion of production sites,

acquisition of companies

or setting up joint ventures

are often not as successful

as expected, especially

when there is a significant

international component

involved. This module deals

with practical approaches to

how strategic action plans

can be examined before

their implementation to see

whether they are practicable

or not and adjust them if

necessary.


OF THIS MODULE

Planning and managing strategy processes.

Checking the feasibility measures of planned strategic actions in an international context.

Planning and managing of additional actions to improve the success rate of strategies in an international context..

Criteria for measuring implementation success.

REQUIREMENTS

A1, A2, A3, B1, B2, B3, B4 or comparable seminars.

IMPORTANT ASPECTS OF MODULE C1

Fundamentals of planning and managing strategy processes as well as deriving action plans from those strategies. Are the international strategic actions really feasible under the given conditions?

Which intercultural factors could cause the planned strategic actions to fail?

Which additional actions are necessary to ensure the success of international strategic actions?

TIME

1 day

Strategy

MODULE C1

C1

30 31

Notes:Change is necessary in

order to adjust to new

conditions and challenges.

This concerns both your

personal set of skills and

competences as well

as the set of skills and

competences of the

business entity you are

responsible for.

Change also frequently

causes anxiety and

apprehension.

A pragmatic approach

helps to manage change

processes efficiently and

to cope constructively

with possible resistance.


OF THIS MODULE

Phases of change processes.

Consciousness of the infl uence of cultural imprinting, anxieties and apprehensions on individual phases of change processes.

Pragmatic alternatives for leaders and project managers to successfully plan and manage change processes in an international context. Dealing with crises in international change processes.

REQUIREMENTS

A1, A2, A3, B1, B2, B3, B4 or comparable seminars.


Which change process phases need to be taken into consideration?

What do managers and project managers need to be aware of regarding international change processes?

What can be done on a practical level to take both potential anxiety and project success into consideration?

What infl uence does pressure to change and/or crises have on individual behavior in change processes?

TIME

1 day

Change

C2 MODULE

C2

32 33

Notes:Multicultural teams have,

due to their diversity, the

best chances of being very

successful.

However, this frequently

does not happen because

there is too little time or

support available to clarify

important values and

working methods, make

agreements, create a feeling

of common interest and

establish mutual trust.

Trust is the decisive

prerequisite in order to

achieve the highest

possible standards in the

team. The point at which

pressure reaches its peak

and there is the greatest

lack of time available is

exactly the time when these

issues are most important.


OF THIS MODULE

Team development phases.

Consciousness of the infl uence of cultural imprinting, anxiety, apprehension and barriers on team members with regard to different phases in international team development processes. Pragmatic action alternatives for leaders and project managers in planning and managing international team development processes.

How to deal with crises and confl icts in international teams.

REQUIREMENTS

Module A1, A2, A3, B1, B2, B3, B4 or comparable seminars.


What team development phases are there? What anxieties, apprehensions and barriers can arise during these phases?

What consequences do the individual team member´s cultural imprinting have for these phases?

What cultural values have an effect on the issue of trust in intercultural teams?

What practical measures can the team leader take to successfully lead intercultural teams in confl ict or crisis situations?

TIME

1 day

Team development

C3 MODULE

C3

34 35

OUR DEVELOPMENT MODEL

Realizationand

recognition

Planning andmanaging

Discovery and positioning

Adapting and optimizing

Own Personality

and Communication Profi le

Own Leadership

Profi le

Own Intercultural Awareness

Profi le

Leadership and Management

in a given situation

Process:Team

DevelopmentProcess:Change

Process:Strategy

Regions, CultureDimensions and

LeadershipStyles

InterculturalFoundation and

Awareness

DEEPLY-ROOTED IN THE MANAGEMENT-PROFILES

Intercultural Management Competence…

… linked to your

businessstrategy

… defi ned as key

leadership skill

… tied to annual

performance objectives

… trainedand coached

actively

… integratedinto dailybusiness

OUR DEVELOPMENT PROGRAM

Module 1:Realization and

recognition

Recognizing and contemplating

your own communication, leadership and

cultural awareness profi les

Creating awareness of unconsious

behavioral patterns in stressful

and unknown intercultural management

situations

Module 2:Discovery and

positioning

Understanding connections between the important

dimensions of a culture and the resulting

implications in specifi c countries

and regions

Identifyingappropriate

leadership styles in specifi c countries

and regions

Module 3:Planning and

managing

Generating overview of phases for

interculturally relevant

management processes

Identifying culturally dependent

expectations, emotions and fears

in intercultural management processes and

defi ning appropriate behavioral patterns

Module 4:Adapting and

optimizing

Leveraging and extending the relationship

between personal strengths and resources in

specifi c intercultural management

situations

This module is offered

exclusively in individual

Workshops or Coachings

OUR APPROACH

Holistic due tothe integration of

different areas

Coaching-oriented, that is,focusing on the strengthsof the individual client

Experienced-based learning and pragmatic methods

to ensure a successful transfer to real business life

Focusing on sub-consciousbehavior under

pressure and dealing with the unknown

GR

AP

HIC

S A

ND

MO

DE

LS

36 37

WH

AT

WE

OF

FE

R A

T A

GLA

NC

E

INTERCULTURAL

MANAGEMENT COMPETENCE

DEVELOPMENT PROGRAM

* Program open to all * Program tailor made for

your company

WORKSHOPS

AND SEMINARS

* Program tailor made for your company

WHAT WE OFFER AT A GLANCE

WE SUPPORT YOUR …

projects, processes, and when sending employees abroad in an international/intercultural context

COACHING FOR

INDIVIDUALS AND

FOR TEAMS

You choose the location best for you

38 39

IMP RINT / CONTACT

COMPETENCE CONNECTS CULTURES

JagdfeldzentrumMünchener Str. 1485540 Haar

Tel. +49 (0)89-45 45 33 90Fax +49 (0)89-45 45 34 07

[email protected] www.competence-connects-cultures.com

AN

D N

OW

? P

LEA

SE

CO

NTA

CT

US

OOPS!

The postcard is missing? No problem.Call us at +49 (0)89-45 45 33 90

SOURCES

Cover Page: -Antonio- / istockphoto.comU2, Page 1: daniel r / fotolia.comPage 6, 7: Miss X / photocase.comPage 14: knallgrün / photocase.comPage 16: Angelo Giampiccolo / fotolia.comPage 18: Tobias Machhaus / fotolia.com: a.bodo / photocase.comPage 22: macroman / fotolia.comPage 24: macroman / fotolia.comPage 26: ig3l / photocase.comPage 28: Jürgen W / photocase.comPage 30: Deminos / fotolia.comPage 32: krockenmitte / photocase.comPage 36, 37: keki / fotolia.comPage 38: sylvi.bechle / photocase.com

40 41

INDEX

B

Behavior: 5, 6, 14-15, 20-21, 22-23, 24-25, 26-27, 30-31Behavior: realization and recognition 14-15

C

Change processes 30-31Communication profi le: 14-15,16-17Communication style: 26-27Company culture 20-21Confl icts: 26-27Correlation: between culture of a country and culture of a company 20-21Correlation: between communication profi le and leadership style 16-15Correlation: between cultural dimensions and national economic or social parameters 22-23Correlation: between cultural dimensions and critical incidents 22-23Correlation: between cultural dimensions and daily (working) life 22-23Correlation: between cultural dimensions and leadership styles 26-27Correlation: between cultural dimensions and personality profi les 24-25, 26-27Crises: dealing with 30-31, 32-33Critical intercultural incidents: 20-21, 22-23Cultural dimensions 22-23, 24-25, 26-27Cultural dimensions: in specifi c countries and regions 22-23Culture shock 20-21

D

Development of additional strengths 14-15, 24-25, 26-27

I

„Iceberg Model“ 20-21Intercultural awareness 18-19, 20-21Intercultural awareness: Phase Model 18-19

L

Leadership behavior: changes according to circumstances 16-17Leadership behavior: strategies to leverage own 16-17, 26-27Leadership style: expectations of international colleagues towards 26-27Leadership style: realization and recognition 16-17Leadership styles: in specifi c countries and regions 26-27

P

Personality profi le 14-15, 24-25, 26-27Prejudices: 20-21

S

Stereotypes 20-21Strategy processes 28-29Stress and pressure: dealing with 5, 14-15, 24-25, 26-27

T

Team Development 32-33

42 43

CHALLENGE “INTERCULTURAL MANAGEMENT”

OR

IGIN

AL

QU

OT

ES

»They drive me crazy. They don t honor the

deadlines we agreed on AND, to make things worse,

they don t even let us know what s going on.«

»I can t stand it any longer. They don t start meetings on time, they can t seem to get to the point and we never get anywhere.«

»They have to realize that THEY have to change. We took them over, so they have to play by our rules.«

»I don t know how to get it across to them that they have to stick to our budgeting process.They re totally caught up in dealing with daily business. They just don t understand long term planning.«

»I don t know why Mr. X can t deal with our US division. He was one of our best

managers here at H.Q.«

»Suddenly he jumped up and shouted at me. In the

middle of the meeting. I just didn t know how to react.«

»No more mister nice guy. They agree to everything when we meet face to face, but then the opposite happens.

This has to stop.«

»I have to say that if I had known how diffi cult it is

to run our subsidiary in (country) Y I would never

have supported the move. We seem to do nothing else

at the moment except solve their problems.«

guide to intercultural management competence · 2010. 11. 12. · intercultural management...

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