l&d adekoya,dardaillon,salo,vermeulen
TRANSCRIPT
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Cross-Cultural Awareness Training in Mexico
RANS Ltd
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The problem
• Is this common to your company?
• Does negotiation never go right?
• We have the solution…
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RANS Ltd
• Founded in 1999• Elite reputation• The trainers• Customers:
Customer Satisfaction Survey 2007
92%
8%
Ecstatic Dissatisfied
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Presentation structure
• External issues
• Training needs analysis
• Culture and learning
• The training
• Evaluation
• Summary
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External issues
• Globalisation
• A skilled and adaptable workforce
• Projects instead of unchanging jobs
• Low unemployment rates
Adopt RBV model and be an innovative learning organisation(Marchington and Wilkinson, 2005; Simmonds, 2002))
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Training needs analysis
• Managers brought home prematurely
• High staff turnover
• Poor morale
• Negative publicity
• Initial profit targets not met
There is an obvious lack of cultural awareness causing these problems
(Mullins, 2007; Black et al. ,1999; Hodgets et al, 2006)
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Culture can be learnt
“The only requirement for being cultured is to be human. Thus,
all people have culture”
“All people acquire their culture through the same process:
learning”
(Ferraro, 2002; Tayeb, 2003)
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Successful learning
“No effective organisation or employee development can take place unless it is first established how people learn.”
A learning culture requires - Capability - Willingness - Commitment - Reward
- Kolb’s learning theory - Honey and Mumford’s learning styles
(Mullins, 2007; Pettinger, 2002; Gibb,2002 ;Pedlar et al, 1997; CIPD, 2005 cited in Bratton and Gold 2007)
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Aim
To prepare your English speaking managers to deal with cross-cultural
issues involved in working in Mexico
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Objectives
• To understand the local values and beliefs
• To be able to negotiate effectively
• To conduct successful meetings
• To present to locals in a business manner
• To be able to build successful relationships
Work effectively in a culturally diverse environment
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Practical issues• Video and initial training
• Create action learning sets
• First three months participants meet every 2 weeks Culture shock at its greatest point
• Next three months participants meet once a month
• Trainer support
• Video £1,200
• Workshop £450 per participant
• Monthly support payment £100 per participant
(Adler, 1992; Revans, 1972 cited Pedlar et al 1991; Simmonds, 2003)
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The training video
• A cultural awareness video
– Worksheets and case studies
(Pettinger, 2002)
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Additional learning
• Action learning sets at headquarters
• Facilitate support network in Mexico
(Mullins, 2007, Mumford, 1997, Reid,1997)
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Evaluating the trainingBefore
- Establish the training needs of the manager and compare to the organisation’s training goals
During - Training event outcomes - 360 degree feedback in Mexico
After- 360 degree feedback and Return On Investment
– Please visit our website for previous training feedback: http://ransltd.blogspot.com/
(Raab et al., 1991 cited in Ashim, 2001; Morris 1984 )
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Why our training package?
• The video - Cost-effective - Consistent - Learning is independent and controlled by managers - Easy to distribute or accessed globally
The action learning sets deepenthe knowledge
(Learning on Call, 2008)
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The business case• High cost of expatriation
• Inadequate training can hinder performance
• A knock-on effect on attitudes to training
• Managers to function effectively
• A profitable and reputable learning organisation
(Pettinger, 2002 Sims, 2006 Bratton and Gold, 2007)
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Summary• Culturally aware managers
• Effective use of technology and modern training techniques
• Cost effective, professional and up to date
• Powerful tool to achieve a knowledgeable workforce
• Improved business performance
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Thank You For listening RANS Ltd UK
Cranborne HouseSt Paul’s PlaceBH8 8HF Bournemouth
Tel: [44] 01202 211001Fax: [44] 01202 211004
RANS Ltd Mexico
Campos Eliseos339 Col. Polanco11560 Mexico
Tel: [52] (55) 91 71 97 00Fax: [52] (55) 91 71 97 03
Website: http://ransltd.blogspot.com/Click
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References• Black, J,S., Gregersen, H,B., Mendenhall, M,E., Stroh, L,K. (1999) ’Globalizing
People through International Assignments’ Addisson-Wesley: Harlow.• Burgoyne J and Reynolds M (1997) Management Learning- Integrating Perspectives
in Theory and Practice. London:Sage.• Bratton, J. and Gold, J., 2007. Human Resource Management – Theory and
Practice. 4th ed. Hampshire: Palgrave Macmillan. • Carneiro A (2005) How technologies support winning strategies and productivity.
Handbook of Business Strategy. Emerald Publishing Group Limited.• Ferraro G P (2002) The Cultural Dimension of International Business. 4th Ed. Prentice
Hall.• Gibb,(2002) Human Resource Development: Process, Practices and Perspectives.
2nd Ed. Palgrave, Macmillan.• Hodgetts, R., Luthans, F., Doh, J. (2006) ‘International Management: Culture,
Strategy, and Behaviour’ 6th Ed, Mc Graw Hill: Singapore.• Jones, S (1992) How Interactive Video can help Training Logistics. Education and
Training MCB UP Ltd• Learning on Call 2008. Available from:
http://www.learningoncall.com/WhyStreamedLearning.do [Accessed 16 May 2008]• Long, L.K. and Smith, R.D. (2004), ‘The role of web-based distance learning in HR
development’,Journal of Management Development, Vol. 23 No. 3, pp. 270-84. • Marchington M and Wilkinson A, (2005). Human Resource Management at Work.
CIPD London• Morris (1984) The Evaluation of Training. Emerald Backfiles 2007.
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• Mullins L J (2007), Management and Organisational Behaviour. Prentice Hall• Mumford A (1997) Action Learning at Work. Aldershot.• Pedlar, M., Burgoyne, J. and Boydell, T. (1997). The learning company: a strategy for
sustainable development. 2nd ed. McGraw-Hill: London. • Pettinger R, (2002) Management Development: Mastering Employee Development.
Palgrave, London. • Simmonds D, (2002) Designing and Delivering Training. CIPD London• Sims, (2006) Human Resource Development: Today and Tomorrow. Information Age
Publishing.• Tayeb, M,H. (2003) ‘International Management: Theories and Practices’ Prentice Hall:
Essex.