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IATI: International Adjustment Training and Interpretation Program
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IATI: International Adjustment Training and Interpretation Program

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The IATI allows an organization to implement a diverse teamwork culture and provides additional information to employees selected to take on an international assignment

The IATI allows an organization to implement a diverse teamwork culture and provides additional information to employees selected to take on an international assignment

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  • 1. IATI Program Andrew Dullock MA International Adjustment Training and Interpretation Program
  • 2. Agenda
    • Introduction
    • IATI Program Rationale
    • IATI Purpose
    • IATI Elements Explained
    • IATI Methods
    • IATI Program Benefits/Limitations
    • Conclusion/References
  • 3. Introduction
  • 4. Introduction
    • BA from Northern Michigan University in Psychology
    • MA from The Chicago School of Professional Psychology in Industrial and Organizational Psychology
    • Have lived in South Korea, The Philippines, and Taiwan
    • Major concentration: Organizational Effectiveness and International Training
  • 5. IATI Program Rationale
  • 6. IATI Program Rationale
    • International positions offer a lot of flexibility.
    • Most International participants have autonomy over what their current position and do not have to adhere to rigid rules or pre-designed textbooks.
    • International participants usually have little administration work and are not pressured by having to meet obscure objectives.
  • 7. IATI Program Rationale
    • The overall focus will be to put into operation a training program that is neither biased nor subjective to the foreign population
    • To inform international employees of the possibilities of distinct cultural differences and academic achievements.
  • 8. IATI Program Rationale
    • Companies throughout the world employ millions of employees each year without the proper guidelines to incorporate these professionals within the corporate agenda.
    • Employees are faced with resistances from the aboriginal culture as well as staff that have tenure
  • 9. IATI Program Rationale
    • Cross cultural training:
    • A term used to describe training that develops a person’s ability to interact effectively with individuals from different cultures and in different cultural settings
  • 10. IATI Purpose
  • 11. IATI Purpose
    • Expose employees to their environment using proven methods of international training
    • Provide employees with the knowledge and understanding of the new culture for rapid integration
    • Give an understanding of job requirements as well as employer demands
  • 12. IATI Purpose
    • Western executives who have made the move internationally concur that, when inserting employees into a foreign environment, it is not handling bureaucracy that is the biggest obstacle, but cultural and language differences
  • 13. IATI Purpose
    • Benefits:
    • People learn about themselves
    • Encourage confidence
    • Break down barriers
    • Build trust
    • Motivate
    • Open horizons
    • Develop listening and speaking skills
  • 14. IATI Elements
  • 15. IATI Elements 1 Lack of language ability Language 2 The host cultures disinclination of assimilate foreigners Cross Cultural 3 A tight leash from company headquarters Cultural appreciation 4 The restrictive nature of overseas expatriate communities Culture Shock
  • 16. Cross-Culture
  • 17. Culture Shock Culture Shock Adjustment Stages Description Honeymoon Stage/ Initial Stage Getting used to the outside environment, exploring, adjusting to the surroundings Culture Shock Stage Problematic, Stressors become prevalent, belongingness fades Adjustment Stage New acquaintances, seek familiar objects Mastery Stage Challenges become tolerable, stressors begin to fade, new outlook
  • 18. Culture Shock Culture Shock Stages Description Stage 1- Excitement Environment become distasteful, exploring begins to diminish Stage 2- Withdrawal Frustration, depression, confinement, confusion of reasoning Stage 3- Adjustment Improved morale, outlook begins to be uplifting Stage 4- Enthusiasm Greater knowledge and appreciation of new cultural values
  • 19. Culture Appreciation
    • Major points:
    • Beliefs 6. Ideas
    • Customs 7. Language
    • Clothes 8. Religion
    • Food 9. Morals
    • Entertainment 10. Structure
  • 20. Culture Appreciation
    • History
    • Social Status
    • Social Group Interaction Patterns
    • Value Orientations
    • Language and Communication: Verbal and Nonverbal
    • Religion
    • Art and Expressive Forms
    • Diet/Foods
    • Recreation
    • Clothing
    • Family Life Processes
  • 21. Language Training
    • Introduction to the language of the new environment
    • An employee has the opportunity to rapidly adjust to the new culture and begin integration almost immediately
    • Introduction of the language to employees leaving on an international assignment is important only if there is relevance given to the host country’s culture
  • 22. IATI Methods
  • 23. IATI Methods
    • The International Adjustment Training and Interpretation Program looks to allow Employees of western countries assimilate into an International setting productively and proficiently
    • Expose the employees to a wide range of culture adaptation tactics, such as cultural awareness, cultural appreciation, culture shock, individual differences, and the education background of their students
  • 24. IATI Methods
    • The IATI training program is developed to be implemented into three-fifty minute long sessions when the new employees before arrival in the new country
    • These sessions will cover organizational goals and missions as well as culture shock, cultural adaptation tactics, and cultural values and survival language exposure
  • 25. IATI Program Benefits
  • 26. IATI Program Benefits
    • With the main focus on employee retention and budget reduction, the IATI program will improve performance and ensure the continued growth of the most precious resource in employee talent
    • By inserting a new chapter on knowledge acquired from prior years, the IATI program will benefit the culture and organizational systems goals with greater importance
  • 27. IATI Program Benefits
    • The IATI program will be instituted to limit the high turnover rates that can occur in an international setting and therefore free up extra funds for teaching materials and/or highly qualified employees that can readily adapt to the challenging environment
  • 28.
    • IATI
    • Program Limitations
  • 29. IATI Program Limitations
    • Implementation can only occur when an individual understands the new environment
    • Imprinted ideas can lead to false conclusions regarding a culture and can take years to re-program
    • Not all employees on an overseas assignment is fully prepared to adapt easily
  • 30. IATI Program Limitations
    • Implementation can only occur with the approval of the supervising committee due to understand the IATI’s goals and concepts
    • Resistance from the aboriginal culture can lead to program failure and unsuccessful implementation
    • Having qualified lectures that are knowledgeable in the subject area delivering the material
  • 31. Conclusion
  • 32. Conclusion
    • Research has shown that without proper training, Employees subjected to new environments and differential schemas have been depicted as insufficient and incapable of proper adaption
    • International training must possess all elements ( Culture Shock, Cultural Adaptation, Language Training, and Culture Appreciation ) or failure of the employee on an international assignment is heightened
  • 33. Questions?
  • 34. References
  • 35. References
    • Daft, R. L. & Noe, R. A. (2001) Managing diversity in the United States and abroad. South-Western Publishing
    • Benedict, R. (1943). Recognition of cultural diversities in the post war world. Annuls of the American Academy of Political & Social Science . 228. pp. 101-107
    • Caligiuri, P., Phillips, J., Lazarova, M., Tarique, I., & Burgi, P. (2001) The Theory of Met Expectations Applied to Expatriate Adjustment: The Role of Cross-Cultural Training. International Journal of Human Resource Management, 12 (3): 357-373.
    • Hofstede, G.S. (2001). Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Countries, 2 nd ed, Thousand Oaks: Sage Publications.
    • Lievens, F., Harris, M.M., Keer, E.V., and Bisqueret, C. (2003), ‘Predicting Cross-Cultural Training Performance: TheValidity of Personality, Cognitive Ability, and Dimensions Measured by an Assessment Center and a Behavior Description Interview,’ Journal of Applied Psychology , 88, 476–489.