Globalization is increasing, many divisions within corporations are organized on a global scale and networks and areas of impact transcend national boundaries. The target of this presentation is to create an understanding on Intercultural Competence and its levels. Explore more on Intercultural Competence at TEC Leadership Institute Website.
Multinational companies demand multicultural teams, leaders have to manage different teams in different places, with different culture. Cultural differences could be a trap.
#Diversity and #Inclusion - How can companies move from talking the talk to walking the walk?
In recent days Diversity and Inclusion have come to the forefront of what companies are paying attention to even in the midst of a pandemic.
Starting from hiring and promotion practices to processes to the branding offering and more companies are looking at ways to make D&I more real for their employees.
How can we take it from a vaguely abstract concept (to most people) to very concrete steps?
A presentation by the APM Women in Project Management (WiPM) Specific Interest Group (SIG) and Sobitha Sashikumar for the APM South Wales & West of England branch on 3rd July 2014 at Atkins/Faithful+Gould in Bristol.
In this interactive session, Sobitha Sashikumar brought a wealth of knowledge and appreciation on the subject of change and diversity. She explored this subject, drawing on her experience of living and working in teams and organisations across three continents, assisting delegates to enhance their effectiveness in managing change and diversity.
A joint event between South Wales & West of England branch and Women in Project Management (WiPM) SIG, this served as an introduction for the branch membership to the WiPM SIG; its activities, volunteering opportunities and the 21st anniversary celebrations, as well as diversity initiatives. The WiPM chair Teri Okoro, introduced this session.
This session helped delegates to:
- Understand the positive benefits of diversity
- Identify how and why diversity may impact on change and PM3 outcome
- Explore tools and techniques to help you be smarter in the use of diversity to achieve balanced teams and improved outcomes.
The presentation focussed on reviewing your own experiences in teams and organisations, assessing strengths and gaps.
Discussions helped delegates to understand where they needed to improve awareness, pay attention or plan changes.
Multinational companies demand multicultural teams, leaders have to manage different teams in different places, with different culture. Cultural differences could be a trap.
#Diversity and #Inclusion - How can companies move from talking the talk to walking the walk?
In recent days Diversity and Inclusion have come to the forefront of what companies are paying attention to even in the midst of a pandemic.
Starting from hiring and promotion practices to processes to the branding offering and more companies are looking at ways to make D&I more real for their employees.
How can we take it from a vaguely abstract concept (to most people) to very concrete steps?
A presentation by the APM Women in Project Management (WiPM) Specific Interest Group (SIG) and Sobitha Sashikumar for the APM South Wales & West of England branch on 3rd July 2014 at Atkins/Faithful+Gould in Bristol.
In this interactive session, Sobitha Sashikumar brought a wealth of knowledge and appreciation on the subject of change and diversity. She explored this subject, drawing on her experience of living and working in teams and organisations across three continents, assisting delegates to enhance their effectiveness in managing change and diversity.
A joint event between South Wales & West of England branch and Women in Project Management (WiPM) SIG, this served as an introduction for the branch membership to the WiPM SIG; its activities, volunteering opportunities and the 21st anniversary celebrations, as well as diversity initiatives. The WiPM chair Teri Okoro, introduced this session.
This session helped delegates to:
- Understand the positive benefits of diversity
- Identify how and why diversity may impact on change and PM3 outcome
- Explore tools and techniques to help you be smarter in the use of diversity to achieve balanced teams and improved outcomes.
The presentation focussed on reviewing your own experiences in teams and organisations, assessing strengths and gaps.
Discussions helped delegates to understand where they needed to improve awareness, pay attention or plan changes.
Diversity and Inclusion Webinar Slides - September 2016Stephen Shinnan
Our workplaces are becoming more diverse. Actually, they have been for some time, but it is only recently that organizations are beginning to notice that diversity and inclusion in the workplace, and how it is managed, may be having a significant impact on engagement. Join Norm Baillie-David for this webinar which will describe how diversity and inclusion are related to employee engagement, and more importantly, how major organizations are increasing employee engagement through better management and policies around this touchy subject area.
Cultural consequences of IHRM on company’s values, behavior, institutions, or...Masum Hussain
The objective of the study is to investigate and analyze the influence of culture on human resource management practices. The research is expected to answer the importance question: Are HRM practices influenced by national culture or not? It is generally accepted that the practices of management is considered to be universal until Hofstede (1980:42) published the seminal work: Culture’s Consequences: International Differences in Work Related Value in 1980. Hofstede’s work is the most popular in cross culture management studies so that his framework in national culture will be used in this research. Structural equation model (SEM) with Two Step Model Building Approach is used to test structural theory. It is used to test the hypotheses model statistically to determine the extent to which the proposed model is consistent with the sample data. SEM incorporates both confirmatory factor analysis and multiple regressions to estimate a series of interdependent relationship simultaneously. The results of descriptive analysis indicate that the national culture dimensions tend high for collectivism, power distance, masculinity and uncertainty avoidance, quite different from Hofstede (1980) findings that Indonesia has high collectivism, high power distance, and moderate in masculinity and low in uncertainty avoidance. While in Second Order Confirmatory Factor Analysis, collectivism, power distance and uncertainty avoidance are confirmed as a dimension of national culture but masculinity are not.
In structural testing, it indicates that two hypotheses i.e. the influence of national culture on career development and compensation are supported but the influence of national culture on staffing and participative management are not supported. Organizational culture also shows influence on staffing and participative management. One of human resource management practices i.e. career development influence on organizational performance but others such as staffing, participative management, and compensation does not. This study shows that national culture and organizational culture influence on some of human resource management practices. Therefore, this research supports the divergence theory that human resource management practices are culture-bound.
Diversity & inclusion inspiring learnng in a changing worldmderven
Diversity and inclusion is a business imperative as a result of globalization, changing demographics, technology and skill shortages. Watch this webinar to learn more about this important driver for organizational success in the workplace and marketplace.
North America Diversity & Inclusion ReportCapgemini
Capgemini’s inaugural North American Diversity & Inclusion (D&I) Annual Report chronicles its three-year journey to more formally weave diversity and inclusion into its culture. D&I has been a part of Capgemini’s core values since our inception.
In North America, strengthening our diversity and promoting a more inclusive culture is a top business priority, as we recognize its ability to move us forward in a competitive, increasingly culturally and globally diverse market.
Promoting diversity is not just morally correct, it enhances our business activities. An inclusive culture is what ensures our teams not only thrive collaboratively, but push new boundaries with bold, creative thinking.
Diversity and Inclusion - By Dr. Christine Mc Carthy | TEC Leadership InstituteTEC Leadership Institute
There are four various age cohorts in the workplace. These groups share some traditional work values but differ on such important ones as what community means, what participation means, the role of management, employer / employee loyalty, telecommuting, technical competence, and what constitutes a good day’s work. You will learn more on diversity and inclusion at business in this presentation. For a better understanding on same, please visit TEC Leadership Institute website.
Diversity and Inclusion Webinar Slides - September 2016Stephen Shinnan
Our workplaces are becoming more diverse. Actually, they have been for some time, but it is only recently that organizations are beginning to notice that diversity and inclusion in the workplace, and how it is managed, may be having a significant impact on engagement. Join Norm Baillie-David for this webinar which will describe how diversity and inclusion are related to employee engagement, and more importantly, how major organizations are increasing employee engagement through better management and policies around this touchy subject area.
Cultural consequences of IHRM on company’s values, behavior, institutions, or...Masum Hussain
The objective of the study is to investigate and analyze the influence of culture on human resource management practices. The research is expected to answer the importance question: Are HRM practices influenced by national culture or not? It is generally accepted that the practices of management is considered to be universal until Hofstede (1980:42) published the seminal work: Culture’s Consequences: International Differences in Work Related Value in 1980. Hofstede’s work is the most popular in cross culture management studies so that his framework in national culture will be used in this research. Structural equation model (SEM) with Two Step Model Building Approach is used to test structural theory. It is used to test the hypotheses model statistically to determine the extent to which the proposed model is consistent with the sample data. SEM incorporates both confirmatory factor analysis and multiple regressions to estimate a series of interdependent relationship simultaneously. The results of descriptive analysis indicate that the national culture dimensions tend high for collectivism, power distance, masculinity and uncertainty avoidance, quite different from Hofstede (1980) findings that Indonesia has high collectivism, high power distance, and moderate in masculinity and low in uncertainty avoidance. While in Second Order Confirmatory Factor Analysis, collectivism, power distance and uncertainty avoidance are confirmed as a dimension of national culture but masculinity are not.
In structural testing, it indicates that two hypotheses i.e. the influence of national culture on career development and compensation are supported but the influence of national culture on staffing and participative management are not supported. Organizational culture also shows influence on staffing and participative management. One of human resource management practices i.e. career development influence on organizational performance but others such as staffing, participative management, and compensation does not. This study shows that national culture and organizational culture influence on some of human resource management practices. Therefore, this research supports the divergence theory that human resource management practices are culture-bound.
Diversity & inclusion inspiring learnng in a changing worldmderven
Diversity and inclusion is a business imperative as a result of globalization, changing demographics, technology and skill shortages. Watch this webinar to learn more about this important driver for organizational success in the workplace and marketplace.
North America Diversity & Inclusion ReportCapgemini
Capgemini’s inaugural North American Diversity & Inclusion (D&I) Annual Report chronicles its three-year journey to more formally weave diversity and inclusion into its culture. D&I has been a part of Capgemini’s core values since our inception.
In North America, strengthening our diversity and promoting a more inclusive culture is a top business priority, as we recognize its ability to move us forward in a competitive, increasingly culturally and globally diverse market.
Promoting diversity is not just morally correct, it enhances our business activities. An inclusive culture is what ensures our teams not only thrive collaboratively, but push new boundaries with bold, creative thinking.
Diversity and Inclusion - By Dr. Christine Mc Carthy | TEC Leadership InstituteTEC Leadership Institute
There are four various age cohorts in the workplace. These groups share some traditional work values but differ on such important ones as what community means, what participation means, the role of management, employer / employee loyalty, telecommuting, technical competence, and what constitutes a good day’s work. You will learn more on diversity and inclusion at business in this presentation. For a better understanding on same, please visit TEC Leadership Institute website.
Overview about MIMO
Contents:
Diversity Definition
Why Diversity
Types of Diversity
Types of combining
MIMO Definition
Why MIMO ?
MIMO Advantages and disadvantages
Applications of MIMO
Cultural Diversity in an Organization - Managing, Reasons, Role of HR Personn...Varun Suresh
This presentation talks about Cultural Diversity in an Organization, why it should be managed, the various reasons for Managing Cultural Diversity, Role of a HR personnel in Managing Cultural Diversity, Strategies adopted by them, the Process and Pros and Cons
Thanks to the Internet and global businesses, workplaces are now more culturally diverse than ever. How do we maintain effective communication and interpersonal skills in the increasingly diverse workplace?
Cross Cultural Communication with reference to India, Netherlands and New Zealand.
What is culture ?
I
ceberg Theory Of Culture
Cross Culture Communication
Organizational Culture
Brief Introduction of Countries
India, Netherlands and New Zealand
Fundamental Dimensions of Culture
Trompenaars’ and Hampden-Turner’s 7 dimensions of culture
Etiquette and Customs
India
Netherlands
New Zealand
Business Etiquette and Protocol
India
Netherlands
New Zealand
Cross Cultural Communications, 2014 CreditScape, Western Region Credit Conference Seminar Slide Deck, sponsored by Credit Management Association. More information: www.creditmanagementassociation.org
Local and Global Communication in Multicultural Settings - Purposive Communic...Nathaniel Aliguyon
Globalization impacts communication in various ways and degrees. Also, communication varries depending on the cultural setting. English, as a medium of communication, has been evolving into more nativized varieties of the language.
Cultural ValuesRoad Maps for BehaviorChapter 6Com.docxdorishigh
Cultural Values:
Road Maps for Behavior
Chapter 6
Communication Between Cultures, 9th edition
by Samovar, Porter, McDaniel & Roy
“Your beliefs become your thoughts. Your thoughts become your words. Your words become your actions. Your actions become your habits. Your habits become your values. Your values become your destiny.”
- Mahatma Gandhi
Perception’s InfluencePerception is the process of making sense of reality; the process of gathering & interpreting informationCulture influences one’s subjective realityThere is a direct link among culture, perception and behavior
Perception is bias and often inaccuratePerception is selective; perceptions are partialPerception is culturally determinedPerception is consistentPerceptions are learned
BeliefsBeliefs – a concept or idea that an individual or group holds to be true; what you accept as truth; the storage system for our past experiences.
Our belief system is learned and subject to cultural interpretationShared beliefs can represent cultural norms, or values, characterizing a large group of peopleWe often do not question beliefs or demand proof; we accept them as true They are an intrinsic part of cultureThey are reflected in your actions & communication behaviors Whatever you trust as a source of truth & knowledge depends on your cultural background & experiencesThey form the basis of your valuesCultures have different realities & belief systems; beliefs, therefore, can both unite and divide people
ValuesValues are learned rules for making choices; they are shared ideas about ethics; they are shared by the collective society (culture); values determine:
decent vs. indecent - ugly vs. beautiful
abnormal vs. normal - irrational vs. rational
moral vs. immoral - desirable vs. undesirable
dangerous vs. safe - evil vs. good
appropriate vs. inappropriate
What you consider desirable for yourself and for the society you live in is a product of your values, which can be held both consciously and subconsciously
Values are acquired through a variety of sources: family, history, proverbs, media, school, church, state, etc.; they tend to endure & be relatively stable; they are often not rational.
BehaviorsBehaviors are the outward manifestation of our internalized beliefs an valuesCulture influences your behavior
Not the Wind; Not the Flag
Two monks were arguing about a flag.
One said: “the flag is moving.”
The other said: “the wind is moving.”
The Sixth Patriarch happened to be passing by.
He told them: “Not the wind, not the flag. Mind is moving.”
Understanding Cultural PatternsCultures often exhibit similar societal characteristics that are derived from their shared set of beliefs and valuesCultural patterns are value orientations used to describe cultural values that characterize the dominant group within a cultureCultural patterns are like taking a snap shot of a cultureObstacles in Studying Cultural PatternsWe are more than our cultureCultural patterns are .
Developing Cultural Competence for Employment AbroadElizabeth Byars
Just as you spent hours crafting your resume, combing job listings, and navigating visas and contract agreements, you must also take the time to evaluate and develop your cultural competence.
In short, developing your cultural competence helps you develop the mutual understanding and human relationships that are necessary for achieving your professional goals.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
3. 3
Definition of Culture
“the set of attitudes, values, beliefs, and behaviours shared by
a group of people, but different for each individual,
communicated from one generation to the next.”
David Matsumoto
4. 4
Definition of Culture
“Culture is a fuzzy set of basic assumptions and values,
orientations to life, beliefs, policies, procedures and
behavioural conventions that are shared by a group of people,
and that influence each member’s behaviour and
interpretations..”
Spencer-Oatey
5. 5
Intercultural Competence
An orientation that is capable of shifting cultural perspective
and changing behaviour in culturally appropriate and
authentic ways.
Hammer & Bennett
8. 8
Denial
An orientation that likely
recognizes more observable
cultural differences (e.g.,
ḥijāb) but may not notice
deeper cultural difference
(e.g., conflict resolution
styles) and may avoid or
withdraw from cultural
differences.
Polarization
A judgmental orientation that
views cultural differences in terms
of “us” and “them”. This can take
the form of:
Defense - An overly critical view
toward other cultural
values and practices.
Reversal - An overly critical
orientation toward
one’s own cultural
values and practices.
Intercultural Competence Stages
9. 9
Minimisation
An orientation that
highlights cultural
commonality and
universal values and
principles that may also
mask deeper
recognition and
appreciation of cultural
differences.
(moving from
Ethnocentrism to
Ethnorelativism)
Acceptance
An orientation that
recognizes and
appreciates patterns of
cultural difference and
commonality in one’s
own and other
cultures.
The own culture is just
one of a large number
of equally complex
worldviews.
Acceptance does not
mean agreement!
Adaptation
An orientation that is
capable of shifting
cultural perspective and
changing behaviour in
culturally appropriate
and authentic ways.
Integration of cultural
difference into
experience.
Cultural Disengagement
An orientation that
indicates a disconnection
from one´s particular
cultural group.
Intercultural Competence Stages
10. 10
Attitudes Skills & Behaviours
1. Cultural self-awareness and
capacity for self-regulation
2. Ability to adapt to varying
intercultural communication and
learning styles
3. Flexibility
4. General openness to intercultural
learning and to people from other
cultures
5. Tolerating and engaging ambiguity
6. Curiosity and discovery
7. Cross-cultural empathy
8. Respect for other cultures
9. Skills to listen and observe
10. Skills to analyse, interpret & relate
11. Deep knowledge and
understanding of culture (one’s
own and other’s)
12. Understanding of role and impact
of culture and the impact of
situational, social, and historical
contexts involved
13. Sociolinguistic competence
(awareness of relation between
language and meaning in societal
context)
14. Learning through interaction
15. Culture-specific
knowledge/understanding host
Intercultural Competence
http://www.bertelsmann-
stiftung.de/fileadmin/files/BSt/Presse/imported/downloads/xcms_bst_dms_30236_30237_2.pdf
12. 12
Part 2: Culture Value Dimensions
Culture Value Dimensions
Geert Hofstede
GLOBE Research
Richard Lewis
https://geert-hofstede.com/
http://www.grovewell.com/wp-content/uploads/pub-GLOBE-intro.pdf
http://www.crossculture.com/product/when-cultures-collide
13. 13
Part 2: Culture Value Dimensions
1. Definition
2. Value Dimensions
3. Countries in Comparison
4. World Clusters
14. 14
Geert Hofstede
“Culture is the collective programming of the mind which
distinguishes the members of one group or category of people
from another.”
Geert Hofstede
17. 17
Hofstede & GLOBE
Power Distance
Extent to which a society accepts the unequal distribution of power in institutions
Power and status are not important Rank is deferred to
People are equal People are not equal
Open two way communication More formal communication & distance
Less rules & regulations Etiquette is important
Etiquette is more relaxed
DE FR SP UK JP US
44 16 31 44 33 38
Low
High
0
20
40
60 DE
FR
SP
UK
JP
18. 18
Hofstede & GLOBE
Uncertainty Avoidance
A society and organization's discomfort with uncertainty, preference for predictability
and stability
Flexible, adaptable approach Compliant to prescribed standards
Rules are expedient to goals Rules and regulations
Risks are taken Tradition and protocol
Tolerant of deviance Risks are avoided
More relaxed around procedures Less tolerant of deviance
DE FR SP UK JP US
29 15 15 48 7 43
Low
High
0
20
40
60 DE
FR
SP
UK
JP
19. 19
Hofstede & GLOBE
Individualism – Societal Collectivism
Extent to which people prefer to take care of themselves and their immediate groups /
families
Individual competition Policies and standpoint of group prevails
Personal opinions expected Relationship prevails over task
Task prevails over relationship Co-operation / Group support
Limited loyalty to the group Etiquette is very important
DE FR SP UK JP US
15 11 20 3 23 1
Low
High
0
10
20
30 DE
FR
SP
UK
JP
20. 20
Hofstede & GLOBE
Masculinity
Bias towards either masculine values of assertiveness, competitiveness, Materialism or
towards feminine values of nurturing and the quality of life and relationships
Assertive, aggressive management style Relationship, People
Decision-making, outcome-oriented, task-
oriented
Caring
Materialism, advancement, promotion &
bonuses
Quality of Life, Balance
DE FR SP UK JP US
10 36 38 10 1 15
Low
High
0
20
40 DE
FR
SP
UK
JP
21. 21
Hofstede & GLOBE
Assertiveness Orientation
Degree to which individuals are assertive and confrontational in their relationships with
others. People in highly assertive countries tend to have can-do attitudes and enjoy
competition; those in less assertive countries prefer harmony and emphasize loyalty
and solidarity
Have sympathy for the strong Have sympathy for the weak
Value competition Value cooperation
Believe that anyone can succeed if he
or she tries hard enough
Associate competition with defeat and
punishment
Value success and progress Value People and warm relationships
DE FR SP UK JP US
4,66 4,44 4,39 4,23 3,69 4,5
Low
High
3
4
5
DE
FR
SP
UK
JP
US
22. 22
Hofstede Clusters
Small Power Distance
Strong Uncertainty Avoidance
Countries: German-speaking, Finland,
Israel
Organization Type: Work-Flow
bureaucracy
Implicit Model of Organization:
Well-oiled machine
Large Power Distance
Strong Uncertainty Avoidance
Countries: Latin, Mediterranean, Islamic,
Central European, Russia, Japan
Organization Type: Full bureaucracy
Implicit Model of Organization: Pyramid
Large Power Distance
Weak Uncertainty Avoidance
Countries: China, India (No EUR)
Organization Type: Personnel
bureaucracy
Implicit Model of Organization: Family
Small Power Distance
Weak Uncertainty Avoidance
Countries: Anglo, Scandinavia,
Netherlands
Organization Type : Implicitly structured,
ad hoc solutions
Implicit model of Organization: Village
Market