This document discusses several challenges related to directing a multinational workforce and evaluating international employee performance. It notes that cultural differences can influence how people work and that language can be a barrier. Managers must adapt to different situations and involve diverse cultures in management. Companies provide sensitivity training to increase cultural awareness. Evaluating international employees involves considering standardized vs customized evaluations, who conducts them, and how to provide feedback across cultures and locations. Effective global leadership requires understanding different cultures and business environments to motivate a multinational workforce.
This seminar provides a practical introduction to cultural competence and the relationship between culture and business. It is broad in approach and examples are given from many areas in the world in order to show the range of different values, attitudes and approaches to everyday business activities. Participants consider how their own cultural background influences the way they work and think about the world, before looking at other cultures. Various awareness-raising activities are used to:
Define and understand “culture“ and its implications for business success
Consider participants’ own values and how these affect business attitudes and behaviour Distinguish between cultures that participants encounter and how they are perceived
Examine different approaches to management, decision-making and communication
Consider how to communicate effectively and minimise misunderstanding
Outcome
Participants will be able to maximise their effectiveness in building
relationships and communicating with clients and colleagues in a range
of different business situations.
Dr. jhansi rani M R - cross cultural management (IHRM)MRJhansiRani
All the topics connected to Cross cultural management are covered such as Socio-cultural context, Culture and employee management issues, responding to diversity, challenges of localization, global integration cultural shock and cultural sensitivity etc.
We help our clients in better understanding the art of balancing global integration and local adaptation.
Developing cultural effectiveness and building team integration
by providing consulting, assessment, training and coaching services
As the world is converting in a global village and every company and organizations have employees from different cultures of the world hence the Cross Culture Training is a good way of managing diversity in an organization.
This seminar provides a practical introduction to cultural competence and the relationship between culture and business. It is broad in approach and examples are given from many areas in the world in order to show the range of different values, attitudes and approaches to everyday business activities. Participants consider how their own cultural background influences the way they work and think about the world, before looking at other cultures. Various awareness-raising activities are used to:
Define and understand “culture“ and its implications for business success
Consider participants’ own values and how these affect business attitudes and behaviour Distinguish between cultures that participants encounter and how they are perceived
Examine different approaches to management, decision-making and communication
Consider how to communicate effectively and minimise misunderstanding
Outcome
Participants will be able to maximise their effectiveness in building
relationships and communicating with clients and colleagues in a range
of different business situations.
Dr. jhansi rani M R - cross cultural management (IHRM)MRJhansiRani
All the topics connected to Cross cultural management are covered such as Socio-cultural context, Culture and employee management issues, responding to diversity, challenges of localization, global integration cultural shock and cultural sensitivity etc.
We help our clients in better understanding the art of balancing global integration and local adaptation.
Developing cultural effectiveness and building team integration
by providing consulting, assessment, training and coaching services
As the world is converting in a global village and every company and organizations have employees from different cultures of the world hence the Cross Culture Training is a good way of managing diversity in an organization.
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.
Embracing Worldly Leadership: Navigating Global Challenges with Vision and Em...CIO Look Leader
Worldly leadership requires leaders to embrace diversity and inclusivity in all its forms, whether it be cultural, socioeconomic, or ideological. By fostering a culture of inclusion, leaders can harness the collective wisdom and creativity of diverse teams to drive innovation and achieve sustainable growth.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
PMs in Culturally Diverse Companies by Zalando Product LeaderProduct School
Main Takeaways:
-Global needs for good PMs and the opportunities we have in the globalized world
-First impressions and cultural shocks of starting as a PM in a culturally diverse company
-How working with international people can make you grow as a better PM
Delivering high performance through inclusive leadership.Gary Coulton
We live in times of Volatility, Uncertainty, Complexity and Ambiguity (VUCA). In this webinar, internationally recognised expert in inclusion, Dr. Ian Dodds, demonstrates how to deliver high performance in these VUCA times through Inclusive Leadership. He describes what Inclusive Leadership is and how to develop Inclusive Leaders to deliver high performance, great customer service, high levels of employee engagement and complex change. Ian is a founder partner of the Adaptive Intelligence Group (AdaptiveIG) contributing his expertise to create adaptive cultures and an environment of excellence.
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.
Embracing Worldly Leadership: Navigating Global Challenges with Vision and Em...CIO Look Leader
Worldly leadership requires leaders to embrace diversity and inclusivity in all its forms, whether it be cultural, socioeconomic, or ideological. By fostering a culture of inclusion, leaders can harness the collective wisdom and creativity of diverse teams to drive innovation and achieve sustainable growth.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
PMs in Culturally Diverse Companies by Zalando Product LeaderProduct School
Main Takeaways:
-Global needs for good PMs and the opportunities we have in the globalized world
-First impressions and cultural shocks of starting as a PM in a culturally diverse company
-How working with international people can make you grow as a better PM
Delivering high performance through inclusive leadership.Gary Coulton
We live in times of Volatility, Uncertainty, Complexity and Ambiguity (VUCA). In this webinar, internationally recognised expert in inclusion, Dr. Ian Dodds, demonstrates how to deliver high performance in these VUCA times through Inclusive Leadership. He describes what Inclusive Leadership is and how to develop Inclusive Leaders to deliver high performance, great customer service, high levels of employee engagement and complex change. Ian is a founder partner of the Adaptive Intelligence Group (AdaptiveIG) contributing his expertise to create adaptive cultures and an environment of excellence.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
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
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
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
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.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
2. Directing
Directing can often become very difficult when people from
multiple countries work together.
Since cultural differences influence people to work
differently, managers have to adapt themselves in every
unique situation.
Even language can become a barrier in cross-border
business.
To deal with such problems, managers can try to involve
people of diverse cultures and nationalities in
management.
Human resource departments of large companies always
try to encourage cultural diversity in their organizations.
They even conduct sensitivity seminars to make employees
and managers aware of diverse cultures among their
workforces.
3.
4.
5. Cultivate a positive outlook
Control your emotions
Acknowledge others’ expertise
how a real interest in your colleagues
Find one good trait in every co-worker
Maintain your relationships
Practice empathy
Be assertive
Practice active listening
Enhancing
interpersonal
communication
https://leddygroup.com/knowledgebase/10-tips-improving-interpersonal-
communication-skills/
https://www.kellyservices.ca/ca/careers/career-resource-centre/managing-your-career/nine-
tips-for-improving-your-interpersonal-skills/
7. IPM
International human resource managers as well as the managements
of MNCs face a variety of challenges and difficulties in managing the
performance of different types of employees. These challenges
include:
• Total Company versus Parts of it
• Standard Format versus Customized format
• Uniformity of Data of Performance
• Environmental Variations
• Validity of Performance Criteria
• Time and Distance Variations
• Varied Levels of Maturity
• Rater's Competence
• Rater Bias
• Host Environment
• Cultural Adjustments
http://elearning.nokomis.in/uploaddocuments/International%20HRM/ch%207%20Pe
rformance%20Management/PPT/Chapter%2007.pdf
14. Performance appraisal aspects of international employees
•Performance criteria hard, soft, & contextual goals
•Who conducts the performance appraisal? typically subsidiary
manager, but could be team of evaluators
•Standardized or customized appraisal forms?
•Frequency of appraisal?
•Performance feedback the communication medium matters
•Appraisal of HCN employees
17. LeadershipinGlobalContext
global leadership must go beyond interaction to the ability
to influence individuals from diverse backgrounds.
Global leaders are next-generation leaders who expertly
navigate the international landscape, create cross-culture
connections, and foster growth for businesses and
communities around the world.
18. Skills needed
to be an
effective global
leader
In addition to classic leadership skills, a global leader must:
• Think globally and fully understand the connected and interdependent
nature of our world.
• Have a deep understanding of global and regional business
environments.
• Fully understand world markets, trends, and the connection between
them.
• Understand and develop strategies to overcome international
challenges.
• Understand how to identify and leverage international opportunities.
• Recognize the importance of culture on business, human behavior,
teamwork, work ethics, and goal setting.
• Expertly communicate with people from vastly different backgrounds,
social norms, languages, and life experiences.
• Actively listen and have empathy for those with a completely different
worldview.
• Have strong organizational leadership skills.
19. Why is global
leadership
important?
The value of global trade increased to a record-breaking
$7.7 trillion in the first quarter of 2022, according to
the United Nations Conference on Trade and
Development. Global trade includes the trade of goods as
well as services. This illustrates the growing
interdependence between nations for the import and
export of manufactured goods, skills, and services.
It also demonstrates that as we continue to move in a
global direction, more leaders that are equipped to handle
the challenges that come with the territory are needed.
20. What are the
characteristics
of a global
leader?
A global leader must have the ability to communicate with others in a
way that inspires action and cooperation.
Cultivating these skills will require strategic thinking, the ability to
solve complex problems, and the following characteristics:
• Resilience and flexibility
• Heightened self-awareness
• Comfort with uncertainty and change
• Adaptability in thought and action
• Empathy and cultural sensitivity
• Long-term thinking
• Open-mindedness
• Ethical value
21. How do you
prepare to be a
global leader?
Improve your world knowledge
Consider learning a new language
Consume media from around the world
Read books and articles
Work on your communication skills
Travel abroad
Look for local opportunities
https://ejournal.seaninstitute.or.id/index.php/Ekonomi/
article/view/719/584
Article on leadership
23. 15 Benefits of
High
Employee
Motivation
Handle uncertainty better
Are better problem-solvers
Are more innovative and creative
Are proactive
Are more productive
Understand the company’s goals better
Work towards achieving their own goals
Work towards achieving the company’s goals
Are more customer-centric
Stay with the company longer
Are more adaptable and open to changes
Are better team players
Have a good impact on other employees
Tend to be healthier
Are brand ambassadors
24. How to
Motivate
Employees:
Choose the right leaders
Coach your managers
Define precise but realistic engagement goals
Make someone accountable
Improve internal communications
Value employees’ work and contribution
Give structured feedback
Reward your employees
Empower your employees
Encourage creativity and innovation
Implement learning and development programs