Matching the Columns
1. Power distance |
|
A. Cultures like the |
2. Quality versus quantity |
B. Feminine versus masculine |
|
3. Individualism versus collectivism |
C. Members of a culture accept the inequality of power, prestige and respect that differs between members. |
|
4. Uncertainty avoidance |
D. Importance of the rights and roles of the individual versus the group. |
|
5. Low uncertainty avoidance cultures |
E. Pay close attention to detail. |
|
6. High uncertainty avoidance cultures |
F. The tolerance for ambiguity cultures. |
Answers:
1.) C
2.) B
3.) D
4.) F
5.) A
6.) E
Multiple-Choice
1.
__________ proposed certain guidelines to deal with cultural and project/programme purpose
differences.
a.
Sylvia
Oldenwald
b.
John F. Kennedy
c.
Geert
Hofstede
d.
None
of the above
2.
Pointing out cultural and _______ difference in training is critical.
a.
Ethnic
b.
Language
c.
Monetary
d.
None
of the above
3.
Training can help employees understand the complex nature of _______.
a.
International
trade
b.
project/programme purpose
c.
Local
trade
d.
None
of the above
4.
The two types of law are the Napoleonic system of statutes and the
a.
Based
law
b.
English Common law
c.
d.
None
of the above
5.
Recognizing differences in ______
can greatly affect your training methods.
a. Education
b. Religion
c. Technology
d. All of the above
6.
Performance evaluations can be
used to rate an individual in
a. Technical expertise
b. Managerial ability
c. Communication skills
d. All of the above
7.
For domestic trainers who want to
learn about various cultures and international project/programme purpose practices, they can
a. Attend college courses
b. Check out major bookstores
c. Attend a seminar at the organization
d. All of the above
8.
The changing role of women
altering employment developments is the result of
a. Culture
b. Globalization
c. Wages
d. International trade
The
international arena provides many challenges for training and development. Many managers who wish to reach the highest levels
of their organizations must often take an international assignment to be in the running
for a top post. Unfortunately, this can put a
big strain on the family unit, and organizations should provide all members of the family
special cultural training to make the international experience as pleasant for them as
possible.
Test
1. ______
It is imperative that international
organizations communicate with its international offices, suppliers, and beneficiaries.
2. ______
High uncertainty cultures tend to be
more stressful.
3. ______
It is not critical to point out cultural
and language differences in training.
4. ______
Training can help employees understand
the complex nature of international trade.
5. ______
There is one system of law –
English common law.
6. ______
The people with whom you are doing
project/programme purpose do so because they trust you and your honor.
7. ______
When a organization goes to a different country
or region of the world, they do not need to expect things to be different.
8. ______
organizations that consider cross0cultural
adaptability of the employee, spouse, and family in selection and development are more
likely to avoid failures that can be very costly.
9. ______
Most global trainers are domestic
trainers who gain international experience through their organization’s overseas
affiliates.
10.______
As organizations globalize, they need a pool of
managerial talent that has the skills applicable to managing in diverse cultures,
economic, and environmental conditions.
Answers:
1.
T
2.
T
3.
F – It is critical
4.
T
5.
F – two, also Napoleonic system of
statutes.
6.
T
7.
F – they do need to expect
difference.
8.
T
9.
T
10.
T
Bibliography
Daniels, J., &
Radebaugh, L. (2000). International project/programme purpose:
Environments and Operations.
Friedman, T. (2000). The Lexus and the Olive Tree: Understanding Globalization. Garden City, NY: Anchor Books.
Angus R. (Contributor),
Marquardt, M. (1993). The Global Learning
Organization: Gaining effective Advantage Through Continuous Learning.
Keys, B. (Editor), et al.
(1998). Executive Development and Organizational Learning for
Global project/programme purpose.
Glossary
Globalization – The revolution in information and communication technologies, shifting economic practices, population patterns, and the changing role of women are just the most visible of a host of dramatic developments that have altered employment and work over the past quarter-century.
Power distance – The extent to which members of a culture accept the inequality of power, prestige, and respect that differs between members.
Strategy – Based on knowing where you currently are, where you want to be, and how you want to get there.
Uncertainty avoidance – Deals with how much tolerance for ambiguity cultures have.
Learning Objectives
With the
increased globalization of project/programme purpose, rapidly developing communication technologies, and
increased utilization of international labor forces, project/programme purposees need more and more
managers to handle international transactions.
Cultural
issues, practices, and languages must be learned so that offence is not given, nor
meanings interpreted in a manner inconsistent with their intent.
When a
organization is contemplating an international strategy, it must balance the desires of what it
wants to so with the knowledge, skills, and abilities it currently possesses, as well as
the ones it believes it can acquire within the requisite time frame.
·
Q&A
1. How can Training and
Development act as a clearinghouse for international information?
T&D can research, direct, maintain, edit, and promulgate information on a regular need-to-know basis. It uses the information to establish training classes, develop information categories, and act as internal consultants and facilitators. It can act as an organizational resource where various departments and functions can go for “one-stop shopping” of information and methodologies to translate information into action.
2. What are Hofstede’s four
factors of culture?
The four factors are power distance, individualism versus collectivism, quality versus quantity, and uncertainty avoidance.
3. What are the six guidelines
proposed by Oldenwald in adapting training to local conditions?
The six conditions are to provide opportunities for trainers to apply the learning to their own cultural situation, listen to feedback, look for opportunities to take advantage of cultural differences, be flexible in adapting to local cultural learning methods, learn about the local region and the available technology, and the flexibility in training content and design.