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. [...]
[...] This training program for product Managers would facilitate a better comprehension of the cross-cultural implications in business realm around the world. Set out and supervise development of the operational market plan based on both combined economic indicators and innovative ideas. Extremely versatile, knowing the market and products consumers better than anyone else. Bringing marketing strategy to life with team in order to make product successful on the field. Mobilization of sales teams and involvement in product. Bringing marketing strategy to life with team in order to make product successful on the field. [...]
[...] The employees at L'Oreal adopt the culture of foreign environments and learn a different way of thinking; it is key for understanding different cultures (Branine, 2003). In addition, the employees receive the instruction or teaching from foreign managers which is an effective cross-cultural training tool. If employees have good managerial experience and cultural background training they will be able to achieve success at L'Oreal (Wang, 2008). Furthermore, cross-cultural awareness can strengthen the capacity for employees to improve communication skills. It also develops a strong organizational culture for employees and provides cohesion (Wang, 2008). [...]
[...] (1980), “Culture's Consequences: International Differences in Work-Related Values”, 1st ed., Sage, Thousands Oaks, CA. Hofstede, G. (2001), “Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations across Nations”, 2nd ed., Sage, Thousands Oaks, CA. Holbeche, L. (2005), High Performance Organization”, Elsevier Butterworth-Heinemann,Burlington, MA. Johnson, P.J., Lenartowicz,T., Apud,S. (2006). Cross-cultural competence in international business: toward a definition and a model. Journal of International Business Studies. Vol p. 525–543 Kirkpatrick. D. (1960a). Techniques for evaluating training programs. Journal for the American Society of Training Directors [...]
APA Style referenceFor your bibliography
Online readingwith our online reader
Content validatedby our reading committee