6. External issues
• Globalisation
• A skilled and adaptable workforce
• Projects instead of unchanging jobs
• Low unemployment rates
Adopt RBV model and be an
innovative learning organisation
(Marchington and Wilkinson, 2005; Simmonds, 2002))
7. Training needs analysis
• Managers brought home prematurely
• High staff turnover
• Poor morale
• Negative publicity
• Initial profit targets not met
There is an obvious lack of cultural
awareness causing these problems
(Mullins, 2007; Black et al. ,1999; Hodgets et al, 2006)
8. Culture can be learnt
“The only requirement for being
cultured is to be human. Thus,
all people have culture”
“All people acquire their culture
through the same process:
learning”
(Ferraro, 2002; Tayeb, 2003)
9. Successful learning
“No effective organisation or employee development can
take place unless it is first established how people learn.”
A learning culture requires
- Capability
- Willingness
- Commitment
- Reward
- Kolb’s learning theory
- Honey and Mumford’s learning styles
(Mullins, 2007; Pettinger, 2002; Gibb,2002 ;Pedlar et al, 1997; CIPD, 2005 cited in Bratton and Gold 2007)
10. Aim
To prepare your English speaking
managers to deal with cross-cultural
issues involved in working
in Mexico
11. Objectives
• To understand the local values and beliefs
• To be able to negotiate effectively
• To conduct successful meetings
• To present to locals in a business manner
• To be able to build successful relationships
Work effectively in a culturally
diverse environment
12. Practical issues
• Video and initial training
• Create action learning sets
• First three months participants meet every 2 weeks
Culture shock at its greatest point
• Next three months participants meet once a month
• Trainer support
• Video £1,200
• Workshop £450 per participant
• Monthly support payment £100 per participant
(Adler, 1992; Revans, 1972 cited Pedlar et al 1991; Simmonds, 2003)
13. The training video
• A cultural awareness video
– Worksheets and case studies
(Pettinger, 2002)
14.
15. Additional learning
• Action learning sets at headquarters
• Facilitate support network in Mexico
(Mullins, 2007, Mumford, 1997, Reid,1997)
16.
17. Evaluating the training
Before
- Establish the training needs of the manager and compare to
the organisation’s training goals
During
- Training event outcomes
- 360 degree feedback in Mexico
After
- 360 degree feedback and Return On Investment
– Please visit our website for previous training feedback:
http://ransltd.blogspot.com/
(Raab et al., 1991 cited in Ashim, 2001; Morris 1984 )
18. Why our training package?
• The video
- Cost-effective
- Consistent
- Learning is independent and controlled by managers
- Easy to distribute or accessed globally
The action learning sets deepen
the knowledge
(Learning on Call, 2008)
19. The business case
• High cost of expatriation
• Inadequate training can hinder performance
• A knock-on effect on attitudes to training
• Managers to function effectively
• A profitable and reputable learning organisation
(Pettinger, 2002 Sims, 2006 Bratton and Gold, 2007)
20. Summary
• Culturally aware managers
• Effective use of technology and modern training
techniques
• Cost effective, professional and up to date
• Powerful tool to achieve a knowledgeable
workforce
• Improved business performance
21. Thank You For listening
RANS Ltd UK
Cranborne House
St Paul’s Place
BH8 8HF Bournemouth
Tel: [44] 01202 211001
Fax: [44] 01202 211004
RANS Ltd Mexico
Campos Eliseos
339 Col. Polanco
11560 Mexico
Tel: [52] (55) 91 71 97 00
Fax: [52] (55) 91 71 97 03
Website:
http://ransltd.blogspot.com/
k
22. References
• Black, J,S., Gregersen, H,B., Mendenhall, M,E., Stroh, L,K. (1999) ’Globalizing
People through International Assignments’ Addisson-Wesley: Harlow.
• Burgoyne J and Reynolds M (1997) Management Learning- Integrating
Perspectives in Theory and Practice. London:Sage.
• Bratton, J. and Gold, J., 2007. Human Resource Management – Theory and
Practice. 4th ed. Hampshire: Palgrave Macmillan.
• Carneiro A (2005) How technologies support winning strategies and productivity.
Handbook of Business Strategy. Emerald Publishing Group Limited.
• Ferraro G P (2002) The Cultural Dimension of International Business. 4th Ed.
Prentice Hall.
• Gibb,(2002) Human Resource Development: Process, Practices and Perspectives.
2nd Ed. Palgrave, Macmillan.
• Hodgetts, R., Luthans, F., Doh, J. (2006) ‘International Management: Culture,
Strategy, and Behaviour’ 6th Ed, Mc Graw Hill: Singapore.
• Jones, S (1992) How Interactive Video can help Training Logistics. Education and
Training MCB UP Ltd
• Learning on Call 2008. Available from:
http://www.learningoncall.com/WhyStreamedLearning.do [Accessed 16 May 2008]
• Long, L.K. and Smith, R.D. (2004), ‘The role of web-based distance learning in HR
development’,Journal of Management Development, Vol. 23 No. 3, pp. 270-84.
• Marchington M and Wilkinson A, (2005). Human Resource Management at Work.
CIPD London
• Morris (1984) The Evaluation of Training. Emerald Backfiles 2007.
23. • Mullins L J (2007), Management and Organisational Behaviour. Prentice Hall
• Mumford A (1997) Action Learning at Work. Aldershot.
• Pedlar, M., Burgoyne, J. and Boydell, T. (1997). The learning company: a strategy
for sustainable development. 2nd ed. McGraw-Hill: London.
• Pettinger R, (2002) Management Development: Mastering Employee Development.
Palgrave, London.
• Simmonds D, (2002) Designing and Delivering Training. CIPD London
• Sims, (2006) Human Resource Development: Today and Tomorrow. Information Age
Publishing.
• Tayeb, M,H. (2003) ‘International Management: Theories and Practices’ Prentice
Hall: Essex.
