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Introduction
Cost Effectiveness of Cross Cultural Training
Benefits from the Use of Cross-Cultural Training
And After Training
Understanding Culture in the Corporate Workplace
Why GBC, and What Can We Do for You?
With recent mergers, the US workforce has become increasingly more diverse. The combination of a globalized workforce and greater mobility is forcing US corporations to work with growing numbers of people with differing cultures, customs, values, beliefs, and practices. The impact of culture has become greater and the multinational environment is causing people to cling ever more tightly to their own cultural values.
Enlightened corporations, aware of culture's effects on the work habits of its employees from different cultures, should strive to build training programs, interrelationships, and structures that enable all employees to participate fully in synergizing the diverse global workforce and working together more effectively with their cultural differences.
The purpose for developing cross-cultural training programs is so that cultural diversity can become a strong plus and provide synergy and not a dissipation of energy throughout the workforce.
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The US corporation's wealth is created by linking new markets/discoveries to consumer needs. Accelerating the rate of individual and organizational learning is key to discovering new and better solutions and linking them to customer satisfaction.
All financial costs of training must be considered as the inevitable price for continued competitiveness in a global marketplace. The payback is great. There is significant cost avoidance because learning curves are greatly reduced, and sometimes are eliminated altogether. Learning is a business opportunity. All learning undertaken will contribute directly to bottom line performance.
It's always grounding to recall that to bring an executive back from a failed offshore assignment costs approximately $250,000.
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Through the implementation of effective cross-cultural training your corporation will be able to:
Culture may be interactions between two or more cultures, or it may involve many cultures. In any case corporations want to be culture-aware and ensure that their policies, programs, and opportunities are open to people of all cultures. To use a computer term, they want to become "user-friendly" to all cultures.
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After training, your corporations' workforce will be able to think strategically, intuitively manage information, thrive on constant change, and synergize and be energized in multicultural interactions.
The workforce will be:
The Organizational Dynamics will be:
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Culture guides the thinking, doing, and living ways of people, is multi-layered, and includes practices and values. Practices, including behaviors, symbols, and rituals, are more visible to an outside observer. They are also more easily influenced and changed than the core of culture, which is formed by values and underlying assumptions not easily recognized or understood by outsiders. Values, the inner to deeper part of culture are less visible but influence significantly all action and thinking. There are nine interacting factors that create the various cultures.
They are:
| Religion | Education | Economics | |
| Politics | Family | Class structure | |
| Language | History | Geography |
What distinguishes one culture from another is not the presence or absence of these factors, but rather the patterns and practices found within and between these factors. Every individuals cultural background has a significant effect on how we think, feel, act and react.
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Global Business Consultants are experts at Cross Cultural Business Protocol training. GBC's cross-cultural and multicultural skill training emphasizes problem solving, decision making, communicating, selling, negotiating, coaching, appraising, and leading in global contexts.
GBC are global trainers who know the training content and understand the technologies involved. We have the added dimensions of multicultural awareness and specific cultural competence and experience.
We encourage participants to consciously and intentionally use assignments and job experiences as learning opportunities. To further implement our learning, we involve a combination of off and on the job activity to capture the learning. Our methods make participants active partners in the learning process.
We will monitor and report back each participants progress. We do this through using a measuring device which is set in a questionnaire surveying participants. This survey asks them to rate all of the learning skills on a level of importance. It will ask for self rating of current skill level and optimal skill level for the current job. At the commencement of training the results will normally show that for each skill, there is a significant gap between current and optimal. We will record the training experience in a computer system for organizational feedback.
The programs that GBC propose include the following elements:
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modified: 25 June 2002
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