The document discusses how to maximize performance when working with colleagues from different cultural backgrounds. It provides tips on developing effective cross-cultural relationships, communicating cross-culturally, and managing virtual teams. It discusses cultural awareness, differences in communication styles and business practices around the world, and managing conflict in virtual teams. The document is from a company that provides intercultural training and support services to expats and global companies.
Bite Sized Training: Onboarding for Generation Y and ZOded Ilan
The challenges in onboarding the first digitally native generation; Why support and training needs to be smart and responsive, and how to cater to the EXPECTATIONS of this generation. Also describes Iridize step-by-step guides and walkthrough technologies.
.
Here are some resources to help with international venue contracting and F&B budgeting:
- ICCA (International Congress and Convention Association) - Global industry association with resources on venue standards, regulations, and best practices around the world.
- MPI (Meeting Professionals International) - Industry association with global chapters. Post questions to members in specific countries for local insights.
- Convention bureaus - Most major cities have a convention bureau that can provide venue and supplier recommendations tailored to your needs and budget.
- Venue/DMC RFP templates - Templates help ensure you capture all relevant details upfront like F&B minimums, payment terms, cancellation policies which vary globally.
- Currency converters -
The document provides information and advice for traveling abroad, including:
- Tools for travel planning like mobile apps and websites providing travel data, photos of parked cars at airports, and luggage restrictions.
- Understanding culture and avoiding culture shock, such as being aware of different greetings, communication styles, views of time, gestures, and taboos across cultures.
- Dimensions of cultural differences like use of time, rules, communication, problem solving, and personal space.
- A cultural quiz to test knowledge.
This document summarizes a webinar about communicating vision and value in nonprofit organizations. The webinar discusses moving beyond linear strategic thinking to embrace more complex and adaptive systems approaches. It explores envisioning as an ongoing process of open dialogue and discovery rather than fixed plans and messages. The webinar also provides tools and strategies for communicating vision through social media in a way that pulls people in through exploration and authenticity rather than just pushing messages.
Building High Impact Corporate DNA Across CultureADGES Consulting
This presentation was prepared and presented to an international group of senior executives and CEOs by Dr. Nattavut Kulnides, Managing Director - ADGES. The hosted organization was Danish-Thai Chamber of Commerce (DTCC) and the venue was at Sheraton Grande Sukhumvit on Jun, 2015.
The topic is: Building High Impact Corporate DNA across cultures. What do Google, BMW, Disney and Pandora share in common?
Description
Find out how to create an aspired corporate culture – cultures that customers and employees are falling in love with and, thereby, helping drive business success.
Our topics will cover ‘what are the latest thinking and practices on building a high impact corporate DNA across cultures, what leading organizations have done differently from the rest, and how to overcome culture stereotyping’.
During the session, we will simply focus on three themes; 1. Culture platform – focus on ‘me’, ‘them’, and ‘us’, 2) In search of culture DNA, and 3. How to make cultures stick. We also have a privilege of having the real case study of PANDORA on their culture initiation and execution journey across cultures. There is a well-balanced of contents of concepts and lesson learn.
Agenda:
07: 30 – 08:45 hrs: How to build high impact corporate DNA across cultures by Dr. Nattavut Kulnides
08: 45 – 09:30 hrs: Case Study – PANDORA, the journey of unforgettable stories
09:30 hrs onward: Q&A
About Guest Speaker
Dr. Nattavut has been working across cultures with the world leading multi-national organizations such as Accenture, Maersk, and BMW. Prior to setting up his own consulting firm, his last position was a Deputy Managing Director and Business Leader in Human Capital Consulting for Mercer (Thailand). He is a founder and managing director of ADGES, a consulting and learning provider specialized in strategy, leadership, culture integration, and change management. ADGES is now serving leading international and Thai organizations across industries.
He is an adjunct faculty member on the topics of corporate strategy and strategic human resource management for College of Management, Mahidol University (CMMU). He is also an advisor to Thailand Listed Companies Association (TLCA), an association under the Stock Exchange of Thailand (SET), for Human Capital Management Committee. He received his doctorate degree in Innovation Management from Manchester Business School. He also attended an executive program at INSEAD and IMD.
This document provides an introduction to knowledge management. It discusses different types of knowledge, such as tacit vs explicit knowledge. It also examines how knowledge is shared both formally and informally, through communities and conversations. Barriers to knowledge sharing are explored, as well as the role of language and how knowledge acquisition requires certain skills. The document also discusses definitions of knowledge management, the knowledge lifecycle, reasons for practicing knowledge management, and potential frameworks for integrating knowledge management strategies into an organization.
This document discusses the role of training in creating a people-centric organization. It shares the experience of OgilvyOne, a global marketing and advertising company, in developing a knowledge management system called Truffles to support ongoing training and management of employee work. Truffles contains over 2,300 knowledge objects and aims to provide tools and techniques to help people work more efficiently and think more effectively. The document outlines 12 principles that OgilvyOne uses in its training approach, such as interaction being better one-on-one, the importance of both senior leadership and employee involvement, and ensuring training is practical and relevant to employees' jobs. It also stresses the importance of measuring success, using language to build community, and creating an enjoyable
Bite Sized Training: Onboarding for Generation Y and ZOded Ilan
The challenges in onboarding the first digitally native generation; Why support and training needs to be smart and responsive, and how to cater to the EXPECTATIONS of this generation. Also describes Iridize step-by-step guides and walkthrough technologies.
.
Here are some resources to help with international venue contracting and F&B budgeting:
- ICCA (International Congress and Convention Association) - Global industry association with resources on venue standards, regulations, and best practices around the world.
- MPI (Meeting Professionals International) - Industry association with global chapters. Post questions to members in specific countries for local insights.
- Convention bureaus - Most major cities have a convention bureau that can provide venue and supplier recommendations tailored to your needs and budget.
- Venue/DMC RFP templates - Templates help ensure you capture all relevant details upfront like F&B minimums, payment terms, cancellation policies which vary globally.
- Currency converters -
The document provides information and advice for traveling abroad, including:
- Tools for travel planning like mobile apps and websites providing travel data, photos of parked cars at airports, and luggage restrictions.
- Understanding culture and avoiding culture shock, such as being aware of different greetings, communication styles, views of time, gestures, and taboos across cultures.
- Dimensions of cultural differences like use of time, rules, communication, problem solving, and personal space.
- A cultural quiz to test knowledge.
This document summarizes a webinar about communicating vision and value in nonprofit organizations. The webinar discusses moving beyond linear strategic thinking to embrace more complex and adaptive systems approaches. It explores envisioning as an ongoing process of open dialogue and discovery rather than fixed plans and messages. The webinar also provides tools and strategies for communicating vision through social media in a way that pulls people in through exploration and authenticity rather than just pushing messages.
Building High Impact Corporate DNA Across CultureADGES Consulting
This presentation was prepared and presented to an international group of senior executives and CEOs by Dr. Nattavut Kulnides, Managing Director - ADGES. The hosted organization was Danish-Thai Chamber of Commerce (DTCC) and the venue was at Sheraton Grande Sukhumvit on Jun, 2015.
The topic is: Building High Impact Corporate DNA across cultures. What do Google, BMW, Disney and Pandora share in common?
Description
Find out how to create an aspired corporate culture – cultures that customers and employees are falling in love with and, thereby, helping drive business success.
Our topics will cover ‘what are the latest thinking and practices on building a high impact corporate DNA across cultures, what leading organizations have done differently from the rest, and how to overcome culture stereotyping’.
During the session, we will simply focus on three themes; 1. Culture platform – focus on ‘me’, ‘them’, and ‘us’, 2) In search of culture DNA, and 3. How to make cultures stick. We also have a privilege of having the real case study of PANDORA on their culture initiation and execution journey across cultures. There is a well-balanced of contents of concepts and lesson learn.
Agenda:
07: 30 – 08:45 hrs: How to build high impact corporate DNA across cultures by Dr. Nattavut Kulnides
08: 45 – 09:30 hrs: Case Study – PANDORA, the journey of unforgettable stories
09:30 hrs onward: Q&A
About Guest Speaker
Dr. Nattavut has been working across cultures with the world leading multi-national organizations such as Accenture, Maersk, and BMW. Prior to setting up his own consulting firm, his last position was a Deputy Managing Director and Business Leader in Human Capital Consulting for Mercer (Thailand). He is a founder and managing director of ADGES, a consulting and learning provider specialized in strategy, leadership, culture integration, and change management. ADGES is now serving leading international and Thai organizations across industries.
He is an adjunct faculty member on the topics of corporate strategy and strategic human resource management for College of Management, Mahidol University (CMMU). He is also an advisor to Thailand Listed Companies Association (TLCA), an association under the Stock Exchange of Thailand (SET), for Human Capital Management Committee. He received his doctorate degree in Innovation Management from Manchester Business School. He also attended an executive program at INSEAD and IMD.
This document provides an introduction to knowledge management. It discusses different types of knowledge, such as tacit vs explicit knowledge. It also examines how knowledge is shared both formally and informally, through communities and conversations. Barriers to knowledge sharing are explored, as well as the role of language and how knowledge acquisition requires certain skills. The document also discusses definitions of knowledge management, the knowledge lifecycle, reasons for practicing knowledge management, and potential frameworks for integrating knowledge management strategies into an organization.
This document discusses the role of training in creating a people-centric organization. It shares the experience of OgilvyOne, a global marketing and advertising company, in developing a knowledge management system called Truffles to support ongoing training and management of employee work. Truffles contains over 2,300 knowledge objects and aims to provide tools and techniques to help people work more efficiently and think more effectively. The document outlines 12 principles that OgilvyOne uses in its training approach, such as interaction being better one-on-one, the importance of both senior leadership and employee involvement, and ensuring training is practical and relevant to employees' jobs. It also stresses the importance of measuring success, using language to build community, and creating an enjoyable
This document discusses the importance of considering culture and inclusivity in SEO. It explains that understanding cultural differences is key to effectively marketing products and services internationally. Various social and psychological theories are presented that demonstrate how culture, language, identity and group membership shape human behavior and thinking. The document advocates practicing inclusive SEO by avoiding stereotypes, mitigating unconscious bias, and ensuring minority groups are represented authentically without being marginalized.
The document discusses key concepts from Day 1 of a creativity and design training, including that creativity needs diversity of perspectives, it can come from anyone, and it requires iteration and feedback. It also lists possible actions participants could take, such as seeking ideas from different departments, creating a fun work environment, and reframing problems and questions. Questions from participants are also included, such as how to evaluate ideas, free oneself from constraints, and sell creative ideas.
Leading Cultural Change in Alien CulturesRuss Boreham
Matthew White, senior enterprise architect working with huge organisations including Ericsson and the Saudi Arabian government is an expert in leading cultural change and transformation projects in 'alien' cultures. In this presentation, given recently at an event hosted by T-Impact, Matthew provides a wealth of advice on what to look out for and how to ensure success and a better understanding of the cultures you are working with across the world.
The document discusses cultural intelligence (CQ) and the importance of understanding cultural differences in business. It then addresses several topics related to cultural norms in different countries like expressing opinions, punctuality, waiting in queues, and boss-employee relationships. The rest of the document summarizes global relocation trends, challenges of assigning workers to different countries, and emerging trends in international talent mobility, including shorter assignments, virtual mobility, and different generations in the workforce.
The slide presents the content of the "HEAR" part of Human-Centered Design Process, given in a multidisciplinary collaborative innovative design course hosted by drhhtang and Mike Chen. Participants are composed of about 14 design students and 21 IT students, working together to finish APP for underprivileged users. The course started from February to Jun 2013. The lecture room was E2-324 in National Taiwan University of Science and Technology. The expectation for the final results is working APP that solves an important problem for users.
The document provides an agenda and overview for a leadership and administrative dynamics course. It covers topics such as strategic planning, SWOT analysis, logic models, vision and mission statements, ethics, knowledge management, and communities of practice. Key elements of effective vision and mission statements are outlined. Different leadership styles and cultures are discussed. The principles of knowledge and ethics in leadership are also reviewed.
How to get started on your social media strategyTom Voirol
This document provides an overview of developing a social media strategy. It discusses listening to conversations on social media to understand what audiences are saying, responding to build relationships and provide value, and driving traffic through campaigns and content sharing. Key aspects covered include using tools to monitor conversations, being human in tone when responding, setting policies for employee participation, measuring objectives, and overcoming objections to social media from management. The overall message is that an effective social media strategy starts with listening to understand audiences and then responding to and driving engagement in a way that provides value.
Executive Directors Chat Embracing Diversity and Cultural DifferencesTechSoup
In this webinar, LaCheka Phillips, Director of Equity, Inclusion, Diversity & Culture (EIDC) at TechSoup offers executive directors and their teams strategies needed to embrace and celebrate diversity within their nonprofits.
Participants shared experiences how their nonprofit fosters an inclusive environment that appreciates and leverages cultural differences for a stronger, more connected team.
Cultural Intelligence: A Key Skill for SuccessTechWell
Diversity is becoming the norm in everyday life. However, introducing global delivery models without a proper understanding of intercultural differences can lead to difficulty, frustration, and reduced productivity. Priyanka Sharma and Thena Barry say that in our diverse world, we need teams with people who can cross these boundaries, communicate effectively, and build the diverse networks necessary to avoid problems. We need to learn about cultural intelligence (CI) and cultural quotient (CQ). CI is the ability to relate and work effectively across cultures. CQ is the cognitive, motivational, and behavioral capacity to understand and respond to beliefs, values, attitudes, and behaviors of individuals and groups. Together, CI and CQ can help us build behavioral capacities that aid motivation, behavior, and productivity in teams as well as individuals. Priyanka and Thena show how to build a more culturally intelligent place with tools and techniques from Leading with Cultural Intelligence, as well as content from the Hofstede cultural model. In addition, they illustrate the model with real-life experiences and demonstrate how they adapted in similar circumstances.
Gaya aperiangobal conference anita zanchettin presentationgaya2001
This document discusses key behaviors of successful global leaders. It identifies 10 behaviors including cultural self-awareness, developing relationships to achieve results, and adapting to different cultural contexts. The document also provides examples of developing local talent in fast-growing markets through programs combining classroom and experiential learning. It discusses building cross-boundary collaboration skills and increasing skills of headquarters-based talent using tools like the GlobeSmart cultural dimensions model. The overall message is that developing effective global leaders requires understanding different cultural contexts and bringing diverse stakeholders together.
This document provides an overview of knowledge management. It defines knowledge and differentiates it from information. It discusses how knowledge exists both explicitly in documented forms, as well as tacitly in people's skills and experiences. Effective knowledge management involves both managing explicit knowledge stocks, like documents, as well as facilitating knowledge flows between people. It emphasizes the importance of collaboration for sharing and creating new knowledge. Finally, it discusses how knowledge management is important for organizations in enabling innovation.
EXIM SUMMIT 2015 in Dublin Ireland. ''What is Culture''davidpohaughnessy
This document provides information about organizational and national culture, including definitions and key aspects. It discusses how cultural differences can pose challenges for international business and the importance of understanding culture. Various dimensions of culture are outlined, such as power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long term orientation vs short term orientation, and indulgence vs restraint. Country scores on some of these dimensions are given for Ireland as an example. The importance of recognizing cultural influences and having tools to address cultural risks and opportunities in organizations is emphasized.
Slides used by Kath Whittaker and Jenny Southern, of The Young Advisors Charity, at the 'Young people and Big Local' networking and learning event in Birmingham. The event took place on Saturday 5 July 2014.
The Young Advisors Charity works throughout England to train, support and inspire young people aged between 15 and 21 to develop their leadership skills and improve their communities through enterprising and engaging social action.
The document discusses key aspects of developing an innovative culture and entrepreneurial mindset. It argues that culture, trust, risk-taking, collaboration, feedback, and accessibility are important foundations. An innovative culture values openness, transparency, mutual trust, going beyond comfort zones, learning from failures, sharing ideas, and ensuring integrity in relationships. It emphasizes developing the right cultural traits in future generations through open dialogue and experience sharing.
The Impact of Cultural Differences on Global BusinessJohn Cutler
This document discusses the impact of cultural differences on global business. It begins by outlining the objectives of raising awareness of how culture and cultural differences affect international business. It then defines culture as the ideas, values and assumptions that guide behaviors. The document emphasizes that most cultural differences lie below the surface and are not immediately visible. It highlights some key below-surface differences that can impact work, such as communication styles and decision-making processes. The document also notes several areas of business that are affected by cultural differences, such as relationship building, communication styles, and working in international teams. It concludes by offering six practical steps for working more effectively across cultures, such as being flexible, understanding deep and surface culture, and choosing the best communication
The document discusses strengthening corporate culture at Emissary Info Services. It begins with an agenda for a meeting on culture shaping. A presentation is then given on the importance of corporate culture, citing examples of companies with strong cultures like Walmart, Starbucks, GE, and GM. Marquee companies like Ritz-Carlton, Yahoo, Google, and IBM are examined for their core values and beliefs. The presentation emphasizes aligning employee behavior with a company's stated values. Employees are asked to reflect on questions about desired core values and codes of conduct. Next steps proposed include compiling values/conduct, employee workshops, and rolling out communication materials. The importance of now and individual alignment with company values is stressed.
Maximize personal branding and networking for professional development digitallyWill Patch
Presented at Indiana Association for College Admission Counseling Spring Congress 2015. This presentation helps new professionals develop a personal brand by thinking about their values and goals and learning to better communicate their identity. Focus is on LinkedIn and About.me profiles as well.
This document discusses the importance of culture in business and cross-cultural management. It notes that culture can be the greatest barrier to business success if not properly understood. Effective cross-cultural management requires knowing your own culture as well as others to understand behavioral differences. It also requires seeing individuals, not just countries, and applying appropriate strategies. The document provides models for conceptualizing and analyzing culture, such as Hofstede's cultural dimensions and Trompenaars' 7 dimensions of culture. It also discusses challenges of working across cultures and the skills needed for global business.
This document discusses innovation in tourism and provides ideas for developing an innovative tourism enterprise. It suggests incorporating innovation is necessary to increase visitor numbers and revenue streams. Some opportunities mentioned include developing innovative business strategies and linkages between heritage sites, activities, transportation and accommodation providers. Developing a unifying branding concept and total branding approach for a region is also recommended to create a more compelling and distinctive tourism experience.
Derbyshire Autism Dialogue Winter-Spring 2021 Jonathan Drury
The final presentation for a series of specialist online 'Autism Dialogues' for Derbyshire in Winter and Spring 2021.
“To empower autism and neuro-diverse communities and organisations, to facilitate and nurture a sense of belonging and empowerment. For example, help individuals and groups to become more reflective, offer peer group support and encourage self-help.”
- Derby CCG
www.dialogica.uk
ACS FIGT UK Feb 2013 - Education across CulturesClaire Snowdon
FIGT is a global non-profit organization that addresses the family and personal aspects of expatriate assignments. It holds an annual international conference and has affiliate groups in several countries. FIGT aims to provide support, education, and research on topics like third culture kids, accompanying spouses, cultural adjustment challenges, and more. FIGT started in 1997 and now engages over 3,500 individuals and organizations worldwide through its conferences, members, website, and research network.
This document provides an overview of intercultural skills and their importance for international business. It discusses the author's own cross-cultural work experiences and passions for travel. Key points covered include:
- Intercultural skills are useful for global business, working with diverse teams, and developing cross-cultural relationships.
- A brief history of intercultural awareness development from the 1950s to present day.
- Insights from cultural thinkers like Geert Hofstede and the concept of culture as collective mind programming.
- The importance of cultural awareness, understanding differences, and adapting styles for intercultural interactions and business trips.
This document discusses the importance of considering culture and inclusivity in SEO. It explains that understanding cultural differences is key to effectively marketing products and services internationally. Various social and psychological theories are presented that demonstrate how culture, language, identity and group membership shape human behavior and thinking. The document advocates practicing inclusive SEO by avoiding stereotypes, mitigating unconscious bias, and ensuring minority groups are represented authentically without being marginalized.
The document discusses key concepts from Day 1 of a creativity and design training, including that creativity needs diversity of perspectives, it can come from anyone, and it requires iteration and feedback. It also lists possible actions participants could take, such as seeking ideas from different departments, creating a fun work environment, and reframing problems and questions. Questions from participants are also included, such as how to evaluate ideas, free oneself from constraints, and sell creative ideas.
Leading Cultural Change in Alien CulturesRuss Boreham
Matthew White, senior enterprise architect working with huge organisations including Ericsson and the Saudi Arabian government is an expert in leading cultural change and transformation projects in 'alien' cultures. In this presentation, given recently at an event hosted by T-Impact, Matthew provides a wealth of advice on what to look out for and how to ensure success and a better understanding of the cultures you are working with across the world.
The document discusses cultural intelligence (CQ) and the importance of understanding cultural differences in business. It then addresses several topics related to cultural norms in different countries like expressing opinions, punctuality, waiting in queues, and boss-employee relationships. The rest of the document summarizes global relocation trends, challenges of assigning workers to different countries, and emerging trends in international talent mobility, including shorter assignments, virtual mobility, and different generations in the workforce.
The slide presents the content of the "HEAR" part of Human-Centered Design Process, given in a multidisciplinary collaborative innovative design course hosted by drhhtang and Mike Chen. Participants are composed of about 14 design students and 21 IT students, working together to finish APP for underprivileged users. The course started from February to Jun 2013. The lecture room was E2-324 in National Taiwan University of Science and Technology. The expectation for the final results is working APP that solves an important problem for users.
The document provides an agenda and overview for a leadership and administrative dynamics course. It covers topics such as strategic planning, SWOT analysis, logic models, vision and mission statements, ethics, knowledge management, and communities of practice. Key elements of effective vision and mission statements are outlined. Different leadership styles and cultures are discussed. The principles of knowledge and ethics in leadership are also reviewed.
How to get started on your social media strategyTom Voirol
This document provides an overview of developing a social media strategy. It discusses listening to conversations on social media to understand what audiences are saying, responding to build relationships and provide value, and driving traffic through campaigns and content sharing. Key aspects covered include using tools to monitor conversations, being human in tone when responding, setting policies for employee participation, measuring objectives, and overcoming objections to social media from management. The overall message is that an effective social media strategy starts with listening to understand audiences and then responding to and driving engagement in a way that provides value.
Executive Directors Chat Embracing Diversity and Cultural DifferencesTechSoup
In this webinar, LaCheka Phillips, Director of Equity, Inclusion, Diversity & Culture (EIDC) at TechSoup offers executive directors and their teams strategies needed to embrace and celebrate diversity within their nonprofits.
Participants shared experiences how their nonprofit fosters an inclusive environment that appreciates and leverages cultural differences for a stronger, more connected team.
Cultural Intelligence: A Key Skill for SuccessTechWell
Diversity is becoming the norm in everyday life. However, introducing global delivery models without a proper understanding of intercultural differences can lead to difficulty, frustration, and reduced productivity. Priyanka Sharma and Thena Barry say that in our diverse world, we need teams with people who can cross these boundaries, communicate effectively, and build the diverse networks necessary to avoid problems. We need to learn about cultural intelligence (CI) and cultural quotient (CQ). CI is the ability to relate and work effectively across cultures. CQ is the cognitive, motivational, and behavioral capacity to understand and respond to beliefs, values, attitudes, and behaviors of individuals and groups. Together, CI and CQ can help us build behavioral capacities that aid motivation, behavior, and productivity in teams as well as individuals. Priyanka and Thena show how to build a more culturally intelligent place with tools and techniques from Leading with Cultural Intelligence, as well as content from the Hofstede cultural model. In addition, they illustrate the model with real-life experiences and demonstrate how they adapted in similar circumstances.
Gaya aperiangobal conference anita zanchettin presentationgaya2001
This document discusses key behaviors of successful global leaders. It identifies 10 behaviors including cultural self-awareness, developing relationships to achieve results, and adapting to different cultural contexts. The document also provides examples of developing local talent in fast-growing markets through programs combining classroom and experiential learning. It discusses building cross-boundary collaboration skills and increasing skills of headquarters-based talent using tools like the GlobeSmart cultural dimensions model. The overall message is that developing effective global leaders requires understanding different cultural contexts and bringing diverse stakeholders together.
This document provides an overview of knowledge management. It defines knowledge and differentiates it from information. It discusses how knowledge exists both explicitly in documented forms, as well as tacitly in people's skills and experiences. Effective knowledge management involves both managing explicit knowledge stocks, like documents, as well as facilitating knowledge flows between people. It emphasizes the importance of collaboration for sharing and creating new knowledge. Finally, it discusses how knowledge management is important for organizations in enabling innovation.
EXIM SUMMIT 2015 in Dublin Ireland. ''What is Culture''davidpohaughnessy
This document provides information about organizational and national culture, including definitions and key aspects. It discusses how cultural differences can pose challenges for international business and the importance of understanding culture. Various dimensions of culture are outlined, such as power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long term orientation vs short term orientation, and indulgence vs restraint. Country scores on some of these dimensions are given for Ireland as an example. The importance of recognizing cultural influences and having tools to address cultural risks and opportunities in organizations is emphasized.
Slides used by Kath Whittaker and Jenny Southern, of The Young Advisors Charity, at the 'Young people and Big Local' networking and learning event in Birmingham. The event took place on Saturday 5 July 2014.
The Young Advisors Charity works throughout England to train, support and inspire young people aged between 15 and 21 to develop their leadership skills and improve their communities through enterprising and engaging social action.
The document discusses key aspects of developing an innovative culture and entrepreneurial mindset. It argues that culture, trust, risk-taking, collaboration, feedback, and accessibility are important foundations. An innovative culture values openness, transparency, mutual trust, going beyond comfort zones, learning from failures, sharing ideas, and ensuring integrity in relationships. It emphasizes developing the right cultural traits in future generations through open dialogue and experience sharing.
The Impact of Cultural Differences on Global BusinessJohn Cutler
This document discusses the impact of cultural differences on global business. It begins by outlining the objectives of raising awareness of how culture and cultural differences affect international business. It then defines culture as the ideas, values and assumptions that guide behaviors. The document emphasizes that most cultural differences lie below the surface and are not immediately visible. It highlights some key below-surface differences that can impact work, such as communication styles and decision-making processes. The document also notes several areas of business that are affected by cultural differences, such as relationship building, communication styles, and working in international teams. It concludes by offering six practical steps for working more effectively across cultures, such as being flexible, understanding deep and surface culture, and choosing the best communication
The document discusses strengthening corporate culture at Emissary Info Services. It begins with an agenda for a meeting on culture shaping. A presentation is then given on the importance of corporate culture, citing examples of companies with strong cultures like Walmart, Starbucks, GE, and GM. Marquee companies like Ritz-Carlton, Yahoo, Google, and IBM are examined for their core values and beliefs. The presentation emphasizes aligning employee behavior with a company's stated values. Employees are asked to reflect on questions about desired core values and codes of conduct. Next steps proposed include compiling values/conduct, employee workshops, and rolling out communication materials. The importance of now and individual alignment with company values is stressed.
Maximize personal branding and networking for professional development digitallyWill Patch
Presented at Indiana Association for College Admission Counseling Spring Congress 2015. This presentation helps new professionals develop a personal brand by thinking about their values and goals and learning to better communicate their identity. Focus is on LinkedIn and About.me profiles as well.
This document discusses the importance of culture in business and cross-cultural management. It notes that culture can be the greatest barrier to business success if not properly understood. Effective cross-cultural management requires knowing your own culture as well as others to understand behavioral differences. It also requires seeing individuals, not just countries, and applying appropriate strategies. The document provides models for conceptualizing and analyzing culture, such as Hofstede's cultural dimensions and Trompenaars' 7 dimensions of culture. It also discusses challenges of working across cultures and the skills needed for global business.
This document discusses innovation in tourism and provides ideas for developing an innovative tourism enterprise. It suggests incorporating innovation is necessary to increase visitor numbers and revenue streams. Some opportunities mentioned include developing innovative business strategies and linkages between heritage sites, activities, transportation and accommodation providers. Developing a unifying branding concept and total branding approach for a region is also recommended to create a more compelling and distinctive tourism experience.
Derbyshire Autism Dialogue Winter-Spring 2021 Jonathan Drury
The final presentation for a series of specialist online 'Autism Dialogues' for Derbyshire in Winter and Spring 2021.
“To empower autism and neuro-diverse communities and organisations, to facilitate and nurture a sense of belonging and empowerment. For example, help individuals and groups to become more reflective, offer peer group support and encourage self-help.”
- Derby CCG
www.dialogica.uk
ACS FIGT UK Feb 2013 - Education across CulturesClaire Snowdon
FIGT is a global non-profit organization that addresses the family and personal aspects of expatriate assignments. It holds an annual international conference and has affiliate groups in several countries. FIGT aims to provide support, education, and research on topics like third culture kids, accompanying spouses, cultural adjustment challenges, and more. FIGT started in 1997 and now engages over 3,500 individuals and organizations worldwide through its conferences, members, website, and research network.
This document provides an overview of intercultural skills and their importance for international business. It discusses the author's own cross-cultural work experiences and passions for travel. Key points covered include:
- Intercultural skills are useful for global business, working with diverse teams, and developing cross-cultural relationships.
- A brief history of intercultural awareness development from the 1950s to present day.
- Insights from cultural thinkers like Geert Hofstede and the concept of culture as collective mind programming.
- The importance of cultural awareness, understanding differences, and adapting styles for intercultural interactions and business trips.
This document discusses global relocation trends based on survey data. It finds that the top reasons for expatriate assignment failure are spouse/partner dissatisfaction and family concerns. Family adjustment and spouse/partner career issues are critical family-related challenges. The top difficult assignment locations cited are China, India, Russia, Brazil, Saudi Arabia, UK and USA. An international assignment policy (IAP) is important to establish consistency, equity, cost control and manage expectations. The IAP should cover the expatriate assignment cycle and include elements like compensation, allowances and support services. Current trends are towards more localized and flexible policies that trim costs.
This document summarizes the agenda and content of a launch event for the UK affiliate of Families in Global Transition (FIGT). The event included speakers on global mobility trends, the experiences of globally mobile families in Oxfordshire over time, and challenges of global transitions. Data was presented on reasons for expatriate assignment failures, including family/spouse concerns. FIGT's mission is to support the global transition community through networking, education, research and resources.
The document provides greetings for "hello" and "good morning" in several languages, including Cantonese, Mandarin, French, German, Italian, Japanese, Kazakh, Portuguese, Russian, Spanish, and Sinhala. It then defines an entrepreneur as an individual who takes on financial risks by starting new business ventures and assumes the risks and rewards. Some key skills needed for entrepreneurs are listed as being a calculated risk taker, persistent, goal-oriented, and possessing marketing skills. Several famous entrepreneur quotes are also included relating to innovation, risks, control, and following your intuition.
The document provides information on how to maximize performance across cultures. It discusses cultural differences that can impact communication and business negotiations. These differences include greetings, communication style, personal space, views of time, and taboos. It also discusses cultural dimensions like time orientation, communication patterns, and ways of dealing with conflict. The document highlights challenges of working across cultures and provides resources for expatriate support services.
1. At work all over the world
Crossing Cultures with Confidence
‘How to Maximise Performance’
Claire Snowdon
HR on the Park
BrookStreet des Roches
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
2. At work all over the world
How to maximise performance
and be able to:
• Develop effective cross-cultural business relationships.
• Communicate effectively with colleagues from different
cultural backgrounds.
• Get the best from your virtual team.
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
3. At work all over the world
"Seek to understand before seeking to be understood."
Augustine, 4th Century
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
4. At work all over the world
The Importance of Cultural Awareness
• Develop certain attitudes and skills so you can interact
effectively and in an acceptable way
• Awareness of issues and pitfalls can help avoid gaffes
• Create a positive impression
• Demonstrate sensitivity
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
5. At work all over the world
Cultural Quiz
True or False :
• If a negotiation in India gets heated because of different objectives,
avoid eye contact as it could be seen as aggressive and disrespectful?
• Oral commitments can represent legally binding contracts in Germany?
• Negotiators in Israel often use silence as a pressure tactic to obtain
further concessions?
• Wearing gloves in Russia when shaking hands is considered polite?
• Contracts in Saudi Arabia are expected to include lots of detail and
therefore take a long time to create and agree on?
• Negotiations in China are best conducted on a one-on-one basis since
people generally prefer getting to know you well?
• Americans have an obsession and segmentation of time?
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
6. At work all over the world
Cultural Quiz
True or False :
• If a negotiation in India gets heated because of different objectives, avoid eye contact
as it could be seen as aggressive and disrespectful? FALSE
• Oral commitments can represent legally binding contracts in Germany? TRUE
• Negotiators in Israel often use silence as a pressure tactic to obtain further
concessions? FALSE
• Wearing gloves in Russia when shaking hands is considered polite? FALSE
• Contracts in Saudi Arabia are expected to include lots of detail and therefore take a
long time to create and agree on? FALSE
• Negotiations in China are best conducted on a one-on-one basis since people generally
prefer getting to know you well? FALSE
• Americans have an obsession and segmentation of time? TRUE
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
7. At work all over the world
‘2011 Global Relocation Trends’
When International assignees leave the company
• 22% during assignment
• 28% within 1 year of returning
• 24% within 2 years of returning
• 26% after 2 years
Reasons for early assignment return
• Family concerns
• Accept a new position in company
• Complete assignment early
• Cultural adjustment challenges
• Career concerns
• Security concerns
Top 6 most difficult assignment locations
• China
• India
• Russia
• Brazil
• USA
• UK
(Also top 3 countries cited with the highest assignment failures)
2011 expat global data survey - Brookfield Global Relocation Services
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
8. At work all over the world
History of Intercultural Awareness
History:
• 1950-60 – British Life and Institutions
• 1970-80 – Cultural Studies
• 1990 – Cross-cultural communication
• 21st Century Intercultural Awareness/Intercultural Working
5 Key thinkers:
• E T Hall
• Geert Hofstede
• Fons Trompenaars
• John Mole
• Richards D Lewis
What is culture? ‘Collective programming of the mind’ (Geert Hofstede)
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
9. At work all over the world
The Iceberg
Voice
Appearance
Body Language
Shocks Behaviour
Surprises Attitude
Exceptiona
l
Behaviour
Values
Beliefs
Motivators
Drivers
Standards
We need to know something about all 3 zones to safely navigate these cultural icebergs
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
10. At work all over the world
Cultural Differences
What Is Culture - The customs, beliefs, art and all other products of human thought made
by a particular group of people at a particular time.
Cross-cultural differences:
• language
• etiquette
• non-verbal communication
• norms and values
Examples:
• Greetings
• Communication Style
• Personal space
• Eye contact
• Views of time
• Gestures
• Taboos
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
11. At work all over the world
Intercultural Training
• Be aware of your own culture
• Learn about others culture and preferences
• Understand & adapt your style to work with others
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
12. At work all over the world
Cultural Dimensions
• Time spans
• Use of time
• Fate
• Rules
• Power
• Responsibility
• Group membership
• Tasks
• Communication
• Conflict
• Problem solving
• Space
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
13. At work all over the world
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
14. At work all over the world
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
15. At work all over the world
What is a Virtual Team?
• A virtual team (also known as geographically dispersed
teams or GDT) is a group of individuals who work across
time, space and organizational boundaries with links
strengthened by webs of communication technology.
• Groups of geographically, organizationally and/or time
dispersed workers brought together by information and
telecommunications technologies to accomplish one or
more organizational tasks.
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
16. At work all over the world
Virtual Team Effectiveness
Climate
Cohesion is far more important than co-location
Process
The need to clearly define roles and accountability
Focus
A shared vision understood by all team members
Flow
A virtual environment should support relationship development
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
17. At work all over the world
Communication in Virtual Teams
(Building trust remotely)
People
Love collaboration/interaction
Like to tell their story Do not like email
About people and the past About people
Like details Want to be involved
Not quiet
Past Future
Come at problems from the past Fast
Will give facts and numbers Want a Results focus
Analytical Want a summary/short call
Like emails Facts + Data = Painful
Quiet
Fact
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
18. At work all over the world
Conflict in Virtual Teams
The awareness by various parties of the differences, discrepancies,
incompatible wishes or irreconcilable desires of the group members.
A willingness of group members to deal with conflict is likely to have
bearing on the performance of the team.
There are 2 types of team conflict:
• Issue based (task )
• Interpersonal (affective )
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
19. At work all over the world
Conflict Management Styles:
• Avoidance: Absence of an attempt to resolve team conflict.
• Accommodating: Focus on areas of agreement.
• Competitive: Members enforce their view on others.
• Compromise: Finding a middle ground or common solution that
addresses everyone’s interest.
• Collaborative: Integrating the views of all involved. *
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
20. At work all over the world
Expats
Inbound – Oxfordshire/Thames Valley
Outbound – China/Hong Kong/India/Sri Lanka
Services:
• Visa support
• Tax support
• Home search
• Cross cultural training - online and face to face, psychometric test and
coaching.
• Country orientation - includes: cultural briefing/business
culture/security/safety…
• Language training
• Legal Services
• Culture Guides – China, Hong Kong, Macau, Sri Lanka, India
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
21. At work all over the world
Teams
Bespoke training programs created for different team situations :
• Cross-cultural: Global business working across borders, countries
and cultures.
• Multicultural: Team members brought together in one location for
short/long term projects.
• Virtual: A group of geographically dispersed people relying on
information and communications technology to communicate and
work towards a common goal.
Programs can be delivered both face to face and online.
Psychometric testing and cultural profile review is the foundation
of these programs.
The basis of all these programs is cultural and communication know-
how.
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
22. At work all over the world
Business Trips
Cultural Briefings:
• The country
• Culture in context
• Business culture
• Travel
• Legal
• Medical
• Security and safety
Cross-cultural training:
• Online – psychometric test and coaching
• Face to face – bespoke programs
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236
23. At work all over the world
Clients
Contact www.expatknowhow.co.uk or call + 44 (0) 1235 855 236