TABLE OF CONTENTS
| GENERAL AWARENESS OF CULTURAL DIFFERENCES
| SPECIFIC KNOWLEDGE ACQUISITION
| 1. Facts and statistics
| 2. Languages
| 3. History
| 4. Climate and Weather
| 5. Etiquettes and Customs
| 6. Business Etiquettes and Customs
| 7. An Overview of Russia’s Economy
| SPECIFIC SKILLS TRAINING
The increase in both diversity and globalization in business require that employees, especially managers, develop cross-cultural competence to work effectively in international assignments, on cross-cultural teams, with increasingly diverse customers and clients, and to effectively compete or collaborate with competitors, suppliers, partners, and relevant stakeholders, such as governments and other public bodies. Moreover , more global companies than ever now expect their talent pool to have international experience as a prerequisite for promotions into the highest levels of the company. Therefore, effective training and exposure to cultural differences around the world can help employees learn to be more successful in a variety of business settings. A Vietnamese company hires us to work as consultants for employees who is going to work in the company’s branch in Russia. To help the employees fully understand about the country and people they are going to work with, we have prepared a detail training package which equips him an awareness of culture differences and the necessary skills, so that helping him overcomes the culture shock and be familiar with the business in the new country. The training program should include four parts including self-awareness, general awareness of culture differences, specific knowledge acquisition and specific skills training. Not only the employees but also his family will join this training program and other supporting methods will be provided if needed.
The employees will finish some psychological tests and his superiors an insight about his receptiveness and propensity for successful cross culture assignment. There are two tests will be used in the training course: Cross-Culture Adaptability Inventory (Kelly & Mayer, 1992) and Intercultural Sensitivity Inventory (Blawuk & Brislin, 1992). After completed the two psychological tests, the supervisor will know whether the candidates are suitable for the assignment or not. We will use 8 criteria provided by Jordan and Cartwright (1992) to evaluate the potential expatriate manager: * Emotional Stability
* Intellectual Capacity
* Openness to new experiment
* Relational Ability
* Linguistic skill
* Cultural sensitivity
* Ability to handle stress
If the employee meets the requirements according to the company’s policies and psychological professors’ evaluation, he will go to the step 2 of the training package.
II. GENERAL AWARENESS OF CULTURAL DIFFERENCES
From this step, our expatriate employee begins to learn how to work well in the destination country. At first, the employee has to learn about the general characteristics of the host country’s culture and compare with those of his home country. There are a lot of things to deal with here but to make it simple, we will use the Hofstede’s five dimensions of culture. This model is one of the most popular techniques for comparing cultural differences among countries and it concentrates more on business-related aspects. Therefore, Hofstede’s five dimensions model is applied worldwide. Other aspects of Russia’s culture which may be similar to or different from the Vietnamese ones will be mentioned in the next step when we discuss about the knowledge the manager and his family should have before department. According to Geert Hofstede, who has great...
Please join StudyMode to read the full document