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Developing a cross-cultural training program for L’Oreal’s employees at the headquarters in Paris

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  1. Introduction
  2. Group definition
  3. Cross-Cultural Awareness
  4. Our Managers
  5. Type of training
  6. Conclusion

In the evolving world of interconnected societies and culturally globalized world economy, firms are developing outside the constraints of a particular national setting. The main aim of this training programme is to understand and improve the interaction of co-workers from different countries and diverse cultures around the world. These can be explored through effective cross-cultural training.

Cross-cultural training allows individuals of different cultural backgrounds in acquiring knowledge of both content and skills that will promote the effective cross-cultural interaction by reducing misunderstandings and inappropriate behavior. This report presents a training program for L'Oreal product Managers to facilitate a better comprehension of the cross-cultural implications in the business realm around the world.

What is Cross-Cultural Awareness?
Cross-cultural awareness has been explained by various authors using terminologies such as intercultural sensitivity, cross-cultural competence and cross-cultural adaptability. Johnson et al (2006) states, ?Cross-cultural competence in international business is an individual's effectiveness in drawing upon a set of knowl¬edge, skills, and personal attributes in order to work successfully with people from different national cultural backgrounds at home or abroad''. Walker et al (2003) states that cross-cultural awareness is ?managerial and leadership competencies coupled with an articulate comprehensions of cross-cultural competencies? required to manage network and structure in today's highly globalized business.

[...] R. (1983). ?Basic training design: Approaches to intercultural training', in D. Landis and R.W.Brislin (eds). Handbook of intercultural training;Vol Issues in theory and design (P. 118-154). New york:Pergamon press. Gudykunst, W. B., Ting-Toomey, S., & Wiseman, R. L. (1991). Taming the beast: Designing a Course In Intercultural Communication. Communication Education, Vol. no p. 271-285. Harris, H., Kumra, S. (2000) International Manager development;Cross- cultural training in highly diverse environments. Journal of Management Development. Vol No p.602-614. Hassi, A. and Storti, G. [...]


[...] (2003) Cross-cultural training of managers: An evaluation of a management development programmed for Chinese managers Emerald: Research you can see 6/15, Available from: http://www.emeraldinsight.com/journals.htm?issn=0262-1711 [Accessed 16 Match 2011]. Brislin, R. W., & Yoshida, T. (1994). Intercultural Communication Training: An Introduction. Thousand Oaks, CA: Sage Publications. Bunch, K.J. (2007), ?Training failure as a consequence of organizational culture?, Human Resource Development Review, Vol No pp. 142-63. Conway, T. and Swift, J.S. (2000), ??International relationship marketing: the importance of psychic distance'', European Journal of Marketing, Vol No. [...]

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