Group Definition Of Cross Cultural Awareness Management Essay

Group Definition Of Cross Cultural knowingness Management EssayThe purpose of this report is to add to the group slide presentation on cover up pagan knowingness and the teaching program that was formulated to tackle the issue. Within this report in that respect get out be a summary of each the points that the group focused on. The task that the group were faced with was in the form of a reading program that was ge ard towards increasing cross hea pastish sensibleness of a group of 10 British gross sales managers who work for IBM.Group Definition of Cross Cultural awarenessAs to a greater ex decenniumt companies expand globally involving expatriates, the need for culture awareness has outgrowthd. The lack of pagan awareness is the principal(prenominal) cause of mis accord and conflicts because of the cultural differences and where the behaviour perception of one culture may be different for another. (Cushner Brislin, 1996).The authors gave different names to cross-cult ural awareness such as cross-cultural competency, cross-cultural training, intercultural competence and intercultural sensitivity. Based on several academic literatures, cross-cultural awareness means that a good substantiateing of its avow culture leave help the somebody to understand to a greater extent the others cultures and then to be more successful in cross cultural behaviour. In other words, the individual should be conscious generous of their give culture in developing the managers intercultural competence. That means increasing the ability to be throw in intercultural way and improving communication across cultures as the intercultural competence shows consideration for others needs and fulfilment of ones own satisfactions (Gupta Govindarajan, 2002). In addition, cross-cultural awareness enables the individual to create a self-awareness by dint of which he can identify his own knowledge and cultural values.Importance of Cross-Cultural AwarenessCross-cultural awaren ess is considered an important tool that reduces the consequences of cross-cultural conflict. It helps to learn how to be throw in appropriate way across different cultures and create a touch for these cultural differences. This results in enhancing cross-cultural communication skills like listening, speaking and observing which play a lively role to build trust between people of different cultures. The improvement of partnership skills as well, that beseechs a greater inter earthal collaboration. In addition, it decreases the cross-cultural misunderstanding and creates a winning working purlieu in the workplace. It is a business benevista and cost-effective solution for many companies since it maximizes their potential globally and develops the intercultural sensitivity of expatriates by providing better results to the organisation. It has a significant importance because the expatriates would understand and accept and build a strong kin with people from various cultural lan ds.Appropriateness of TrainingBush and Thomas (2000) explain that it is of a main important for developing successful buyer-seller relationship. A sales manager leave behind have to go through special training which we can call cultural diversity training.Before going through this training Bush and Thomas (2000) argue that it is a postulatement for sales people to be exposed to a culturally diverse encounter. This phase will lead sales managers to realise the impact cultural diversity will have on business relationship and will enable them to be really aware of its importance, instead of neglecting it.Requirements can be achieved thanks to management training games such as the BAFA BAFA game. This game begins with the universe of two teams. The sales management team will have to be split into two teams that have different languages and cultures and will have to handle with the rules of the game, and to understand each culture. This game has a long tale of success and it was pro ved to be a good tool to make people from different background work more effectively together.Once the sales managers are aware of the put on cross cultural training could bring to them, they can move on the proper training. Montagno,R.(1996) say this will enable sales mangers toacquire the three main qualities needed to do business abroad such as initiate conversation and establish and maintain a meaningful relationship.Type, content and length of trainingSeven types of training were identified by researchers Litrell and Salas (2005). These seven approaches are identified in the appendix. Each of the seven have their meanings, for drill with regards to the groups specific training program, language training means that individuals do not have to become bland but a general understanding of common courtesies in the host language is provided. (Befus 1988 Bennett 1986) It was decided that hexad months would be a worthy timescale for the training to take place in order to cover the ten methods and contents chosen by the group. These ten, were sourced from the handbook of intercultural training the ten can be viewed in put back 1. These link to the groups definition of cross cultural awareness because the group had identified the key words, such as sensitivity, which is linked to the content of culture sensitizer. From the ten, a table (table 1) was created, which described factors such as what the outcome of the training will be, whether the training will give them knowledge into about or across cultures, what the learning styles would be as different people have different learning styles, for example British people have a different style to American people. The ten were chosen because we felt these were most likely to fit the definition of cross cultural awareness that we produced, for example self-awareness will give employees an understanding about their own culture as well as other peoples cultures. defer 1 Training MethodsCultural personal effectsYang, e t al (2009) suggest that the effect of trainees cultural background could be examines by Hofstede cultural dimensions. According to Hofstede (1994), nation cultural is defined as the collective programming of the mind in a nation or region. Hofstede (2009) suggested that cultural has several dimensions which include Individualism and collectivism, misgiving avoidance, time orientation, power distance and masculinity and femininity. The round off on cultural effect to the British participants learning performance will base on Hofstedes framework. Table 2 is a summary of the participants cultural effectTable 2 Cultural Effects in Cross Cultural Training (Sources Geert Hofstede, 2010)DimensionsScoreEffects ApproachesIndividualism/Collectivism89The UK individualization cultural have high(prenominal) intrinsic motivation than participants from collectivism cultural.The UKs participants valence and training motivation are higher when training is perceived to increase the competencies of individuals.The UKs participants cultural adopt a concrete, intuitive, and inductive learning style.Uncertainty avoidance35The UK participants cultural training effectiveness is associated with a lower level of valence.Short/Long-term oriented51The UKs culture has an average score on time oriented dimension. As a result, the variant shall take bursting charge on both long-terms and short terms realises.Power Distance35The UK participants cultural is higher when the training is implemented by using a decision-making process.Muscularity/ femininity66The participants culture will have higher training motivation and valence when training is perceived to increase the competencies of individuals.The UK has high individualism culture, Yang et al. (2009) showed that participants from individualism cultures have higher intrinsic motivation than participants from collectivism cultures and their valence and training motivation are higher when training is perceived to increase the compet encies of individuals. Therefore, the training program should focus on increasing individual performance rather than organizations competencies.Yang, et al. (2009) reported individual cultures adopt a concrete, intuitive, and inductive learning style. As a result, the course shall include elements of solid example to gain best result from participants. They also suggested lower uncertainty avoidance cultural training effectiveness is associated with a lower level of valence. Consequently, the training shall include more individual works rather than group works. They found that the participants from short term oriented will require immediate benefit from the training program. However, the participants from long term oriented will require future benefit from the training program. The UKs culture has an average score on time oriented dimension. Therefore, the course shall take guardianship on both long-terms and short terms benefits.Yang et al. (2009) found that the participants from short term oriented will require immediate benefit from the training program. However, the participants from long term oriented will require future benefit from the training program. The UKs culture has an average score on time oriented dimension. Therefore, the course shall take care on both long-terms and short terms benefits.They also suggested that masculinity cultural will have higher training motivation and valence when training is perceived to increase the competencies of individuals. Therefore, the training program should focus on increasing individual performance rather than organizations competencies.EvaluationThe evaluation is an important stage to be considered in the implementation of cross-culture training. It aims to evaluate the effectiveness of cross-culture training by linking logically the content of measures to the training content (Kraiger et al, 1993), prize the improvement of participants awareness about cultural differences and whether the skills and knowled ge learned from the training has been implemented in the workplace (Littrell, Salas, 2005) in order to provide recommendations for future cross-culture training.In order to evaluate IBMs cross-culture training, it is important for the evaluator to understand the meaning of culture awareness and sensitivity and set up success criteria for CCT program (Guzman, 2003). Only then they can evaluate participants knowledge and cross-culture training outcomes. The evaluation requires mixed methods including both qualitative and quantitative in order to increase the reliability of the findings. Thus, we will use various evaluation methods at this stage that is to say conducting interviews with participants in order to determine the change of their cognitive, affective and cognitive behaviour during the training, their self-maintenance and their adjustment to multicultural environment that have been also mentioned by Cross, et al, (1992) A set of congruent behaviours, attitudes, and policies that come together in a system, agency, or among professionals and enables that system, agency, or those professionals to work effectively in cross cultural situations. This method will be followed by pre-training and post-training survey in order to rate their competency and ability to deal with different cultures in the workplace. The return on investment (ROS) should also be used in order to measure the outcomes of this CCT program. This will help to decide whether CCT program should be modified or not and improve it in the future. certaintyIn conclusion, the pace of globalisation has raised a great attention of managers on the cross-cultural issues referable to the conflicts and misunderstanding encountered in the workplace. These issues led to harsh consequences taking the form of frustrated shareholders and business opportunity losses. Therefore, there is a growing need to have an extensive interpersonal skills and knowledge than in past (Kealey and Protheroe, 1996). In other words, companies with an international growth strategy, such as our company IBM, are getting to implement a cross-cultural training for their global managers dealing with individuals from various cultures and this was an effective strategy to achieve their multicultural objectives and organisational performances. The six-month cross-cultural training implemented in IBM sales department will be a mean for our managers to increase their cultural awareness both at the professional and individual level including their communication and negotiation skills. script Count 1500 (exclude the tables and references)Appendix Presentation Slides