Mgt 485
CHAPTER 16
HUMAN RESOURCE DEVELOPMENT ACROSS
CULTURES
Irwin/McGraw-Hill [Modified by EvS]
Applied Project
Papers & Presentations
 Papers
– Per Syllabus
– Note – there is NO length specified
– Keep it CRISP!
Concise
Relevant
Informed
Systematic, and
Practical.
 Presentation
– Nominal 10 minutes each
Use PowerPoint or other aides
 Discuss Highlights (not details!)
 Lead to your conclusion

Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-2
Paper development
 Opening
sentence
– Identify product, service, country
 Discuss
RELEVANT domains
– Social, technological, economic, political
 Narrow
focus onto important aspects of
– Cultural differences
– Trade barriers, restrictions, fees, etc.
– Review all exercises (important information)
 Discuss exactly how these issues will
impact product and or service
– Viability of pursuing the market?
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-3
Internet Sites - HR
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http://www.unitar.org/
http://www.itcilo.it/
http://www.trainingitc.com/
http://usinfo.state.gov/
http://www.t-bird.edu/
http://www.sit.edu/
http://www.wetfeet.com/asp/companyprofiles.asp?co
mpanypk=1618
http://www.nam.org/institute/success/educomp.html
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-4
Training and MNC’s
 30%
of MNC’s offer formal cultural
training programs
 58% of MNC’s offer some cultural
training to expatriates
 91% of MNC’s offer cultural orientation
to spouses
 75% of MNC’s offer cultural orientation
to children
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-5
MNC Management Philosophies
Ethnocentric
home-office
personnel in charge of key
management positions
\
Polycentric
local nationals in key management positions
Regiocentric
relies
on local managers from a particular
geographic region to handle operations
Geocentric
integrates diverse regions through a global
approach to decision making
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-6
Reasons for Training Prior to Overseas
Assignments

Organizational reasons
–
–
–

To reduce ethnocentrism
To Improve the flow of communication between
home office and affiliates
To increase MNC efficiency and profitability
Personal reasons
–
–
–
–
To improve abilities to interact with locals
To dispel myths and stereotypes
To overcome arrogance
To assist with foreign language acquisition
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-7
TYPES OF TRAINING PROGRAMS
 Standardized
(generic)
management tools to be used regardless of where
the mangers are sent in world
– used by small firms
 Tailor-Made
(custom)
management tools created for the specific needs of
the participants
– used by larger MNC’s
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-8
The Process of Self-Evaluation
What is your management
style?
– Factual - decisions based on data
– Intuitive - innovative; jumps from
idea to idea
– Analytical- carefully weights
alternatives
– Normative- concerned with how
things should be done
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-9
CULTURAL ASSIMILATORS
A Cultural Assimilator is a learning tool
designed to expose members of one
culture to some of the basic concepts,
attitudes, role perceptions, customs, and
values of another
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-10
Problems with Assimilators

Choice of content (critical incidents)
– an expatriate interaction with a host national
– a puzzling situation easily misinterpreted
– accurate interpretation is probably given sufficient
knowledge
– the situation is relevant to the expatriates’ task
requirements

Validation
– Does the instrument measure what it is designed to
measure?

Cost-Benefit Analysis
– $40,000 per assimilator
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-11
Other Approaches for Overseas
Preparation
Visits to the host country
 Briefings by host-country managers
 In-house management programs
 Training in local negotiation techniques

Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-12
ORGANIZATIONAL DEVELOPMENT
Organizational Development (OD) - the
deliberate and reasoned introduction,
establishment, reinforcement, and spread of
change for the purpose of improving an
organizations effectiveness and health
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-13
OD Interventions
 Team
building
– sensitivity training and co-operation
 Management
By Objectives (MBO)
– joint setting of subordinates goals
 Confrontations
meetings
– information on intra- or intergroup conflict
 Third-party
peacemaking
– mediator to resolve conflict
 Survey
feedback
– using information to develop an action plan
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-14
Limitation of OD in International Settings
 Cultural
barriers
 Language differences
 Power distance and uncertainty
avoidance differences
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-15
Approaches to Cross-Cultural Training
Length of Stay
Length of Training
1-3 Years
1-2 Months+
Cross-Cultural Training Approach
Impression Approach
Assessment center
Field Experiences
Simulations
Sensitivity training
Extensive language training
2-12 Months
1-4 weeks
Affective Approach
Language training
Role-playing
Critical incidents
Cases
Stress-reduction training
Moderate language training
<1 Month
< 1 Week
Information-Giving
Area briefings
Cultural briefings
Films / Books
Use of interpreters
"Survival-level" language training
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-16
Gillette Case
 Global
Company
– 4 main divisions
 North
Atlantic
 Diversified Group
 Stationary Products
 International Group
– Personal Care products
– 3 geographic groups (Excluding North America &
Western Europe
• Africa, Latin America and Middle East
• Eastern Europe
• Asian Pacific
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-17
Gillette Case
 Global
Company
– 57 Manufacturing Facilities
– 28 Countries
– Products distributed to 200 countries
– 75% of workforce is outside the U.S.
– Close coordination
 Simultaneous
launch of Sensor Excel razor in
19 countries
 Regio-centric approach
– Each culture and clientele is unique
– Country by country guidelines
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-18
Gillette Case
 Focus
– Changed
 Began
as philanthropic (internship)
 Converted to in-house Management Training
– “Groom” for management jobs in home
country
– Management responsible for selecting
candidates
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-19
Gillette Case

Source: Prestigious Universities, top
students
– 6 months in home country
– Transfer to one of 3 international headquarters (18
month assignments)
Boston
 London
 Singapore

– Slated to be future “senior International leaders”
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-20
Gillette Case
 Personal
and organizational objectives
– Ability to interact effectively with local
people at foreign operations
– Enhances individual’s competitiveness and
marketability in and outside of Gillette
 90%
offered permanent jobs
– 90% generally accept
– Over half still with Gillette
– Increased communication
– Appreciation for different approaches
 More
“open minded”
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-21
Gillette Case
 Beyond
students
– Expatriate experience for managers
 80%
of top 40 executives
 50% in at least 3 countries
 “Transferability” of management is the “glue”
Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-22
Gillette Case
Focus = Future management needs
 Emphasis = Interpersonal skills, reduction of
ethnocentricity, appreciation for diversity
 Effect upon the organization = Increased
competitiveness, more flexibility in
management
 Central aspect of their training = Regiocentric
philosophy

– Key objectives of “identify” “recruit” and “develop”
management
Cultural Adjustment = Extension of culture
 Would it work elsewhere?

Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-16-23