The document presents a framework for evaluating the performance of cross-cultural managers. It outlines definitions, problems with existing models, and the study's aims and methodology. Semi-structured interviews and focus groups with expatriates and host country nationals identified key performance elements in personality, experience, attitudes, knowledge, and skills. Results showed open-mindedness, adaptability, respect for locals, cultural awareness, language skills, and experience interacting with locals as important. The implications discuss how personality, experience, attitudes, knowledge and skills impact performance and how the framework could be tested further.
ReadySetPresent (Customer Service PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Knowing what your customer wants and needs is the number one factor to excellent customer service. Only by improving one’s customer service can your business develop. Customer Service PowerPoint Presentation Content slides include topics such as: understanding the basics of effective customer service, knowing customer wants and expectations, the 4 steps to super service, 10+ slides on what to say and addressing excuses, 10+ slides on implementing a program and examining behaviors, 7 practical steps to customer service, 30 slides on performance standards and quality, looking to the future, Q& A’s, 5 slides on increasing customer satisfaction, the top ten customer complaints, the five most common customer requests, 4 steps to super service, how to's and more!
For an updated version of this presentation: https://www.slideshare.net/clearaction/customer-retention-strategies-125750732
Is customer retention included in your marketing plans and budgets? Many companies are involving customers in 2-way conversation to build relationship strength. Trust is the #1 way to retain customers ... by preventing hassles in policies and processes ... making your company irresistible, for sustained organic growth.
See https://ClearAction.com
A service excellence model going beyond smile on-the-telephone customer service tricks and ITIL best practice to provide a generic high-level model that is applicable across any industry or service.
ReadySetPresent (Customer Service PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Knowing what your customer wants and needs is the number one factor to excellent customer service. Only by improving one’s customer service can your business develop. Customer Service PowerPoint Presentation Content slides include topics such as: understanding the basics of effective customer service, knowing customer wants and expectations, the 4 steps to super service, 10+ slides on what to say and addressing excuses, 10+ slides on implementing a program and examining behaviors, 7 practical steps to customer service, 30 slides on performance standards and quality, looking to the future, Q& A’s, 5 slides on increasing customer satisfaction, the top ten customer complaints, the five most common customer requests, 4 steps to super service, how to's and more!
For an updated version of this presentation: https://www.slideshare.net/clearaction/customer-retention-strategies-125750732
Is customer retention included in your marketing plans and budgets? Many companies are involving customers in 2-way conversation to build relationship strength. Trust is the #1 way to retain customers ... by preventing hassles in policies and processes ... making your company irresistible, for sustained organic growth.
See https://ClearAction.com
A service excellence model going beyond smile on-the-telephone customer service tricks and ITIL best practice to provide a generic high-level model that is applicable across any industry or service.
Role of customer relationship manger in the organization and explain the role with call center management.Expectation from customer relationship manager in organisation.
Objectives:
1- introduction
2- Evolution of Marketing
3- CX Definition
4- Why is CX important for your business
5- The benefits of delivering a great CX
6- What is a good CX
7- The difference between CX & CS
8- The CX Cycle
9- Ways to Communicate your Customer
10- Measuring CX
11- Analyzing CX
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
Slides for a two day workshop in Shanghai for a multinational client. Contrasting a product vs. a customer oriented company. Utilizing the Business Model Canvas and IBM Studies to create an awareness for building a value proposition and customer centricity.
High customer loyalty is one of the most important indicators of good performing companies. Since customer satisfaction is directly linked to customer loyalty it is evident`that measuring customer satisfaction without taking customer loyalty into account and vice versa would be misleading.
Role of customer relationship manger in the organization and explain the role with call center management.Expectation from customer relationship manager in organisation.
Objectives:
1- introduction
2- Evolution of Marketing
3- CX Definition
4- Why is CX important for your business
5- The benefits of delivering a great CX
6- What is a good CX
7- The difference between CX & CS
8- The CX Cycle
9- Ways to Communicate your Customer
10- Measuring CX
11- Analyzing CX
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
Slides for a two day workshop in Shanghai for a multinational client. Contrasting a product vs. a customer oriented company. Utilizing the Business Model Canvas and IBM Studies to create an awareness for building a value proposition and customer centricity.
High customer loyalty is one of the most important indicators of good performing companies. Since customer satisfaction is directly linked to customer loyalty it is evident`that measuring customer satisfaction without taking customer loyalty into account and vice versa would be misleading.
This presentation is submitted by Mandira Adhiakri and Sailendra Adhikari as assignment in ACE institutement of Management during pair work of Performance Management. (HR Specialization)
Cross Cultural Management Focus on Thailand july 2013Peter Cauwelier
A presentation I shared at the workshop on cross cultural management organized by Dataconsult end July in Bangkok. Focus on how Thailand compares with other countries on the Hofstede dimensions.
Cross-Cultural Awareness Training: Best Practices, Guidelines and Trends Hora Tjitra
A summary from a review article about "Cross-Cultural Training: Best Practices, Guidelines, and Research Needs" by Littrell & Sallas.
Expatriate Management, International Assignment, Culture Shock, Working and Living abroad
An exposition of the four 'frames' or perspectives by which to evaluate and understand modern organisations. Bolman & Deal suggested that a more comprehensive understanding of modern organisations could be gained by viewing them from structural, human resources, political and symbolic (cultural) frames. The unique features of each frame are identified in this slideshow.
An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session
Author: Wendy Cukier, Brenda Nadjiwan, Dave Crisp, Michael Bach, Beth Grudzinski
Description:
An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session
ME290Global Engineering Professional SeminarGlobalizat.docxendawalling
ME290
Global Engineering Professional Seminar
Globalization, Cultural Difference and
Collaborating Across Cultural Boundaries
Lecture-1
Globalization, Cultural Difference and
Collaborating Across Cultural Boundaries
Globalization the process by which
businesses or other organizations
develop international influence or
start operating on an international
scale.
Cultures
• Culture is the dominant set of behaviors, values,
beliefs, and thinking patterns we learn as we grow and
develop in our social groups.
In all but one of the following countries it is expected that
you bring a gift to a business meeting. In which country is it
not expected?
A. China B. Czech Republic
C. Japan D. Denmark
The correct answer is D. Denmark
Which of the following is associated with dead and should
not be given as a gift in the Chinese culture?
A. Clocks B. Straw sandals
C. Handkerchief D. Crane
The answer is - All of the above!
Typical Dimensions of Culture
Tree Model of CULTURE
Surface Culture
Deep Culture
Language
Dress
Art & Music
Food
Gestures Formality
Gender Roles
Religion
Holidays
Personal Space
Communication & Learning Styles
Time
Methods of Decision Making
Relationships
Attitudes
Work Ethic
Negotiating Styles
Values
Cultural Differences
Some main indicators of cultural differences are:
•Behavioral patterns: appearance vs. reality
•Non-verbal behavior: Gestures, signs, mimics
•Distance behavior: personal space vs. closeness
Behavioral Pattern
•If we don’t know anything about other cultures, we
tend to use stereotypes as our knowledge base –
Is this a right approach?
•What are stereotypes?
•Negative labeling of a certain group or culture
based on the actions and/or appearances of a
few individuals.
Non-Verbal Behavior
• Understood as the process of communication through
sending and receiving wordless messages.
• Language is not the only source of communication;
there are other means, including:
• Gestures and touch
• Body language or posture, facial expression and eye contact
• Object communication such as clothing, hairstyles or even
architecture and symbols
• Problems and conflicts can occur when expressing
gestures or facial expressions in other cultures –
messages can often be misinterpreted.
Distance Behavior
• The right personal distance when conducting business
shows respect and acceptance.
• Too much distance gives the impression of dislike and
discomfort.
• Too little will make the person draw back.
Diversity & Inclusion
Diversity refers to differences (such as age, gender,
ethnicity physical appearance, thought styles, religion,
nationality, socio-economic status, belief systems etc.)
Inclusion refers to the creation of opportunities and the
elimination of barriers that allow all people to
participate in and contribute to ideation, planning,
projects, programs, processes, teams, organizations,
social activities, fun or any other opportunity that hel.
ME290Global Engineering Professional SeminarGlobalizat.docxjessiehampson
ME290
Global Engineering Professional Seminar
Globalization, Cultural Difference and
Collaborating Across Cultural Boundaries
Lecture-1
Globalization, Cultural Difference and
Collaborating Across Cultural Boundaries
Globalization the process by which
businesses or other organizations
develop international influence or
start operating on an international
scale.
Cultures
• Culture is the dominant set of behaviors, values,
beliefs, and thinking patterns we learn as we grow and
develop in our social groups.
In all but one of the following countries it is expected that
you bring a gift to a business meeting. In which country is it
not expected?
A. China B. Czech Republic
C. Japan D. Denmark
The correct answer is D. Denmark
Which of the following is associated with dead and should
not be given as a gift in the Chinese culture?
A. Clocks B. Straw sandals
C. Handkerchief D. Crane
The answer is - All of the above!
Typical Dimensions of Culture
Tree Model of CULTURE
Surface Culture
Deep Culture
Language
Dress
Art & Music
Food
Gestures Formality
Gender Roles
Religion
Holidays
Personal Space
Communication & Learning Styles
Time
Methods of Decision Making
Relationships
Attitudes
Work Ethic
Negotiating Styles
Values
Cultural Differences
Some main indicators of cultural differences are:
•Behavioral patterns: appearance vs. reality
•Non-verbal behavior: Gestures, signs, mimics
•Distance behavior: personal space vs. closeness
Behavioral Pattern
•If we don’t know anything about other cultures, we
tend to use stereotypes as our knowledge base –
Is this a right approach?
•What are stereotypes?
•Negative labeling of a certain group or culture
based on the actions and/or appearances of a
few individuals.
Non-Verbal Behavior
• Understood as the process of communication through
sending and receiving wordless messages.
• Language is not the only source of communication;
there are other means, including:
• Gestures and touch
• Body language or posture, facial expression and eye contact
• Object communication such as clothing, hairstyles or even
architecture and symbols
• Problems and conflicts can occur when expressing
gestures or facial expressions in other cultures –
messages can often be misinterpreted.
Distance Behavior
• The right personal distance when conducting business
shows respect and acceptance.
• Too much distance gives the impression of dislike and
discomfort.
• Too little will make the person draw back.
Diversity & Inclusion
Diversity refers to differences (such as age, gender,
ethnicity physical appearance, thought styles, religion,
nationality, socio-economic status, belief systems etc.)
Inclusion refers to the creation of opportunities and the
elimination of barriers that allow all people to
participate in and contribute to ideation, planning,
projects, programs, processes, teams, organizations,
social activities, fun or any other opportunity that hel.
Innovative Curriculum Materials And Approaches For Teaching Multicultural GroupsPeter Woods
Presents an intervention to improve intercultural interactions in case discussion based tutorials in a first year undergraduate management class at Griffith University.
Presentation to the Australian Business Deans Council Teaching and Learning Network, Brisbane, January 2013
A Confucian Approach to Self-Regulation in Management EthicsPeter Woods
Peter Woods, Griffith Business School
David Lamond, Faculty of Business & Law, Victoria University
Presentation to the Griffith Asia Institute, April 22, 2010
Embedding a Mentoring Program Within A University Business CoursePeter Woods
In this paper, we examine the benefits and challenges of embedding a cross-cultural student mentoring program within a business course structure. In all, 136 students undertaking a second-year business training and development course mentored 161 student mentees from a university pathway program or from a first year business course. Mentors paired up with mentees from a different cultural background to their own, and then met at least three times as part of their course requirements. Feedback from both mentors and mentees regarding the program was largely positive, and a measure of success was that 45% of both mentors and mentees wished to continue the relationship with mentoring partners after the completion of mentoring requirements. Mentors and mentors were highly positive about the value of mentoring, for mentees particularly in regard to increasing information about the university and for mentors the value of the mentoring relationship. The challenges of embedding the mentoring program in a business course included the short duration of the mentoring and the lack of commitment from some volunteer mentees. We conclude with recommendations for further research to explore the efficacy of conscripted mentors compared with volunteer mentors.
Sustaining And Developing The Cross-Cultural Management Effectiveness Of Aust...Peter Woods
Research to identify effective development practices for developing cross-cultural management effectiveness in Australian and Singaporean expatriate managers
A Framework For Evaluating Cross Cultural Management
1. A Framework for Evaluating Cross-Cultural Management Performance Peter Woods Griffith Business School Griffith University IFSAM 2004, Gothenburg, Sweden
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6. Table 1 – Proposed performance element categories Performance Element Definition Main Research 1 Personality The relatively stable psychological and behavioural attributes that distinguish one person from another Van der Zee and Van Oudenhoven (2000, 2001) 2 Engagement / Experience The degree of interaction with host country nationals and length of service on international expatriate postings Jordan and Cartwright (1998), Caligiuri (2000) 3 Attitudes Complexes of beliefs and feelings that people have about specific ideas, situations or other people Ajzen and Fishbein (1980) 4 Knowledge/ Awareness - Awareness of information or understanding of particular information areas Early and Erez (1997) 5 Skills/ Competencies Behaviours that can be modified through training and experience Fish and Wood (1997), Jordan and Cartwright (1998) 6 Other Performance elements outside of the expatriates control that have an impact on cross-cultural management performance Mamman (1995), Kraimer, Wayne and Jaworski (2001)
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10. Table 3 (Extract) – Top Personality Aspect by Frequency and Importance Score Personality Aspect Frequency of Response Importance Rating Open-minded 100 359 Adaptability 74 268 Patience 54 206 Extroversion 42 151 Emotional Stability 26 96 Sense of humour 25 84 Conscientiousness 24 86
11. Table 3 (Extract) – Top Experience Aspects by Frequency and Importance Score Experience Aspect Frequency of Response Importance Rating Mixing Socially With Cultural Others 58 194 Working With People From Other Cultures 55 194 Relevant Work Experience 39 140 International Travel 36 121 Life Experience 30 104
12. Table 3 (Extract) – Top Attitude Aspects by Frequency and Importance Score Attitude Aspect Frequency of Response Importance Rating Manager Respects Locals and Their Culture 68 254 Caring and Kind Towards Locals 45 154 Fairness Towards Locals 33 115 Empathy Towards Locals 29 105 Tolerant Towards Differences 24 86 Willing to Mix With Locals 24 83 Interest in the Host Country 20 73
13. Table 3 (Extract) – Top Knowledge Aspects by Frequency and Importance Score Knowledge Aspect Frequency of Response Importance Rating Cultural Awareness 104 376 Knowledge of Local Business Environment 59 254 Manager Understands Locals and Their Motivations 54 193 Knowledge of Host Country Society 40 137 Education Relevant to the Managerial Role 39 137
14. Table 3 (Extract) – Top Skills by Frequency and Importance Score Skills Frequency of Response Importance Rating Language Skills 69 214 Communication Skills 55 203 Cross-Cultural Skills 51 184 Leadership Skills 40 150 Expertise in Their Work Area 38 131 Interpersonal Skills 36 126 Able to Adapt Management Practices Across Cultures 35 116
15. Table 3 (Extract) – Other Aspects by Frequency and Importance Score Aspect Frequency of Response Importance Rating Age 17 53 Family Support 12 43
16. Figure 3 - Mean frequency of responses for Attitudes by expatriates and subordinates.
17. Figure 4 - Mean frequency of responses for Knowledge and Skills by Australians and Non-Australians.
18. Figure 5 - Mean importance rating for Personality by Australians and Non-Australians.
19. Cross-Cultural Management Skills Open-minded Adaptability Patience Extroversion Respects locals & their culture Caring & kind towards locals Fairness towards locals Education relevant to the managerial role Host cultural awareness Local business environment Understands locals & their motivations Host country society Language skills Communication skills Cross-cultural skills Leadership skills Personality Attitudes to Cultural Other Knowledge of Cultural Other Overall Assessment of Cross-Cultural Management Performance H2 H4 H3 Engagement with Cultural Other Extent of international travel Extent of mixing socially with cultural others Extent of experience in working with cultural others H1 Cultural Toughness Company International Orientation H5 Figure 6 - A Model of Cross Cultural Management Performance Empathy towards locals Expertise in work area Interpersonal skills Relevant work experience Life experience
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29. Cross-Cultural Management Evaluation Model 1. Cultural Awareness CA 2. Open-Minded OM 3. Flexible/ Adaptable FL 4. Knowledge of Other Culture’s Business Environment OBE 5. Respect for Cultural Others and Their Culture RCO 6. Other Language Skills OLS 8. Cultural Toughness CT 9. Job Complexity JC 10. Company International Orientation CIO 11. Task Performance TP 12. Contextual Performance CP 7. Amount of Contact with Host Country Nationals CCO