Cross Cultural Training
A PAPER ON
“CROSS CULTURAL TRAINING”
-Ms. Sarika Kale
INTRODUCTION:
Globalization of business has led to cross border flows of physical, financial and human resources. It has resulted in both a large number of people working abroad, as well as an increasingly multi cultural domestic work environment. To face the ever growing competition, organizations are expanding their businesses, outsourcing and even establishing offices overseas. Organizations are not only searching the world for opportunities to sell or source but also to find intellectual capital- the world’s best talent and ideas. This brings new employees of different origin, language and national culture thus adding complexities to the culture of domestic organizations. Effective use of cross cultural teams can provide a source of experience and innovative thinking to enhance the competitive position of organizations. However, cultural differences often lead to misunderstandings, frustrations, cultural shock etc. These have to be tackled effectively if the benefits of a diverse and talented workforce are to be realized.
Another dynamic factor that brings about a cultural change within organizations is cross border acquisitions. Many domestic companies are entering foreign markets and signing merger deals. Other companies such as the ones in the IT sector have businesses which depend heavily upon foreign markets. This has necessitated the development of competent “global managers” who would be able to work in new environments efficiently and will act as a bridge between the parent company and its subsidiaries. Working effectively in cross-cultural context is becoming of vital competence for aspiring managers. Organizational research has shown that cross- cultural training mitigates or proactively guards against the frustrations, misunderstandings and culture shock often resulting from cross-cultural interactions that lead to poor adjustment and job
“CROSS CULTURAL TRAINING”
-Ms. Sarika Kale
INTRODUCTION:
Globalization of business has led to cross border flows of physical, financial and human resources. It has resulted in both a large number of people working abroad, as well as an increasingly multi cultural domestic work environment. To face the ever growing competition, organizations are expanding their businesses, outsourcing and even establishing offices overseas. Organizations are not only searching the world for opportunities to sell or source but also to find intellectual capital- the world’s best talent and ideas. This brings new employees of different origin, language and national culture thus adding complexities to the culture of domestic organizations. Effective use of cross cultural teams can provide a source of experience and innovative thinking to enhance the competitive position of organizations. However, cultural differences often lead to misunderstandings, frustrations, cultural shock etc. These have to be tackled effectively if the benefits of a diverse and talented workforce are to be realized.
Another dynamic factor that brings about a cultural change within organizations is cross border acquisitions. Many domestic companies are entering foreign markets and signing merger deals. Other companies such as the ones in the IT sector have businesses which depend heavily upon foreign markets. This has necessitated the development of competent “global managers” who would be able to work in new environments efficiently and will act as a bridge between the parent company and its subsidiaries. Working effectively in cross-cultural context is becoming of vital competence for aspiring managers. Organizational research has shown that cross- cultural training mitigates or proactively guards against the frustrations, misunderstandings and culture shock often resulting from cross-cultural interactions that lead to poor adjustment and job
References: 1. Human Resource Development: Challenges and Opportunities” (Editor – Neelu Rohmetra) 2. Hofstede, G.S (2001). Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Countries, 2nd edn, Thousand Oaks: Sage publications 3. Nicola, P. (1993). Spotlight. Journal of European Industrial Training, 17 (2): 1-4 Osland, J. S., & Bird, A. (2000). Beyond Sophisticated Stereotyping: Cultural Sensemaking In Context. Academy of Management Executive, 14 (1): 65-80 4. Bhagat, R.S. and Prien, O.K. 1996. Cross-cultural training in organizational contexts ', in Landis, D. and Brislin, R.W. (Eds), Handbook of Intercultural Training, 2nd ed., Sage, Thousand Oaks, CA, 216-30 5. Failure mergers- Niyati Ojha 6. Daimler- Chrysler- A Cultural Mismatch, ICMR Case Collection, 2003.