guide to intercultural management competence · 2010. 11. 12. · intercultural management...
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Everything at a glance!
Intercultural ManagementCompetence
YOUR IDEAL DESTINATION: Working internationally, reacting appropriately in given situations.
WE DO NOT OFFER THE SAME SOLUTION
TO EVERYONE. We offer you a roadmap which helps you to reach your concrete objectives
Guide to
MARGARET JANKOWSKY Certifi ed Intercultural Trainer and Presentations Coach. Has shared her knowledge with clients in over 15 countries, from Uruguay to Ukraine and the USA. Speaks English, German and Spanish fl uently. Lived in Ireland, England, Bolivia and Germany. Member of several international networks. Special strengths: helping clients in fi nance, trade and banks to tailor their presentations to their international audiences.
Places where we have special intercultural experience
YOUR PARTN ERS AN D THEIR EXPERIENCE
FRANK BANNYS Degree in Business Administration. Certifi ed Coach and Intercultural Trainer. More than 20 years experience as General Manager, Senior VP, CFO and Controller in Germany, USA, Canada and Greece, including 8 years outside Germany. Project leadership in many other countries. Special strengths: Organization and team development in crisis situations, integration and restructuring projects. Speaks German, English and Spanish fl uently.
Margaret Jankowsky: Worked and livedFrank Bannys: Worked and lived
Intercultural ManagementCompetence
Guide to
5
Does this sound familiar? * A project leader from Germany is in charge of
an international project team. The team is “stuck” and the project is about to fail.
* A US-based company acquires a successful company in Western Europe. The potential synergies between the two companies do not reach their full potential because the managers on both sides “fail to understand each other”.
* An extremely talented manager is given the task of leading a subsidiary in Southeast Asia. Nine months after taking over his position he is called back to headquarters. His management style is not “compatible with the local culture” and has caused several local managers to leave the company.
What do these situations have in common? Nowadays, more and more successful companies, managers and experts fi nd themselves working with people and organizations from other countries. They are faced with other cultures, values and behavior. Many of their successful attitudes and methods do not seem to work anymore. Dealing with new, unfamiliar and unusual situations frequently causes stress – on all sides. Potential problems and confl icts can be anticipated and solved through appropriate preparation and support. Specifi c management objectives are met.
Intercultural Management Competence gathers expertise from various fi elds: personality development, communication, cultural research, management of teams and processes. It is a coaching oriented, pragmatic model.
Our objective: Your success in international situations. You are able to act and react appropriately, without stress, in given situations.
This travel guide contains detailed descriptions of our services, enabling you and your company to reach your destination.
All the best,Frank Bannys
INTRODUCTION
6 7
ALL STOPS AT A GLANCE
TARGET: SUCCESS
Our clients are successful thanks to the optimal integration of key infl uence factors in given management situations in an international context:
* The individual and his communication profi le
* Individual leadership styles* The specifi c characteristics
of country cultures and regional cultures
* Critical success factors in important management and leadership processes
* Individual Coaching
TARGET: PREPARATION
of managers and employees for international leadership or project responsibilities.
TARGET: DEVELOPMENT
AND LEVERAGE
of personal business skills in an international/intercultural context.
TARGET: OPTIMIZATION
Optimal reactions to stress and the unknown in an international context focusing on the awareness and understanding of frequently unconscious behaviors, your own and of others, in diffi cult situations.
TARGET: PRAGMATISM
Strong practical focus using pragmatic methods and tools, in order to ensure a successful transfer of newly developed skills to real business life.
TARGET GROUPS
* Medium sized enterprises with an international focus.
* Employees who have taken on a management position abroad or are coming home after working abroad.
* International project leaders and project team members
* Managers who want to add an international aspect to their leadership skills.
* Employees participating in a management development program.
* Employees who want to invest in their own international development.
* Project leaders and project team members in international change projects.
* Preparation of project leaders and project team members for mergers and acquisitions of international subsidiaries as well as cooperation with international partners.
ALL
STO
PS
AT
A G
LAN
CE
You can also book or extend each module. Ask for tailor made offers. Just call +49 (0)89-45 45 33 90
Notes:
14
DAY
PLA
N
MODULE A:
REALIZATION
AND
RECOGNITION
MODULE B:
DISCOVERY
AND
POSITIONING
MODULE C:
PLANNING
AND
MANAGING
IN AN INTER-
CULTURAL
CONTEXT
A1
B1
B2
B3
A2
A3
B4
C1
C2
C3
B1
B2
B3
B4
C1
C2
C3
A1
A2
A3
1 2 3 4 5 6 7 8T R A I N I N G D AY 9 10 11 12 13 14
Leadership styles
and prof i les
Intercultural
awareness
Intercultural basics
and awareness
Cultural d imensions
Cultural d imensions
and personal i ty
Strategy
Change
Team development
Personal i ty and
Communicat ion
Leadership, communicat ion and
behavior in a cultural context
14 15
IMPORTANT ASPECTS OF MODULE A1
What are my current strengths and behavior patterns under pressure?
How do I recognize how others behave?
What aspects of other people´s behavior cause stress for me?
What kind of behavior do I encounter in an intercultural context and how do I react?
Which additional strengths would I benefi t from?
Which situation would I like to be able to cope with better?
Projection, stereotypes and prejudices.
Realization and recognition of my own personality and communication profile
Notes:We are sure to encounter
new, unfamiliar behavior
and value systems in
international contexts. Our
success in dealing with
intercultural management
situations depends to a
great extent on how well
we understand our own
behavior and how well we
recognize and interpret
our counterpart´s behavior.
This applies especially
when we are under pressure.
We then tend to fall back
on partially unconscious
behavior patterns.
OBJECTIVES AND OUTCOME
OF THIS MODULE
Realization and recognition of your own personality and communication profi le.
Realization of how you behave under pressure.
Realization and recognition of how others behave under pressure.
Development of strategies to leverage your own strengths and resources, especially under pressure.
REQUIREMENTS
None
TIME
1.5 days
MODULE A1
A1
16 17
Realization and recognition of your own leadership style
Notes:Leadership styles define the
way managers behave towards
their employees. Your personal
leadership style is successful
when you reach the business
objectives that have been set
and also meet your employee´s
expectations.
Consciously realizing what
your leadership style is and
under which conditions it
can change are important
elements of consistent
leadership success.
OBJECTIVES AND OUTCOME
OF THIS MODULE
Realization and recognition of your own leadership profi le.
Realization and recognition of circumstances under which your leadership style would change.
Awareness of the connection between your own personality and communication profi le and your preferred leadership style.
Development of strategies to leverage your own leadership behavior.
REQUIREMENTS
Module A1 or comparable seminars.
TIME
1.5 days
IMPORTANT ASPECTS OF MODULE A2
What kinds of leadership styles and leadership characteristics are there?
How would I defi ne my personal leadership style? What are the characteristics of my personal leadership style?
Does my leadership style change according to circumstances? What infl uences the way I lead?
What is the correlation between my preferred leadership style and my personality and communication profi le?
MODULE A2
A2
18 19
Realization and recognition of my own intercultural awareness profile
Notes:Due to our cultural imprinting
and other influences through our
up-bringing and development, we
have certain assumptions about
what is true, right and wrong.
Dealing with people from a different
culture questions the assumptions
which have been decisive in
establishing our identity. Meeting
people from a different culture
shows us how much we take for
granted. Realizing how our own
intercultural awareness influences
us lays the foundation for being
able to respect employees, clients
and partners from other countries.
OBJECTIVES AND OUTCOME
OF THIS MODULE
Intercultural awareness basics.
Intercultural awareness phase model.
Realization and recognition of the stage of intercultural awareness at which you now are.
Developing strategies to leverage your own intercultural awareness.
REQUIREMENTS
None
TIME
1 day
IMPORTANT ASPECTS OF MODULE A3
What are the phases of intercultural awareness?
What phase am I at currently?
How do others see me in this phase?
What steps can I take to leverage my intercultural awareness?
A3MODULE
A3
20 21
Notes:IMPORTANT ASPECTS OF MODULE B1
The “Iceberg model”.
Similarities and differences in cultures, behavior, norms and values and how to deal with them.
Culture shock, prejudices and stereotypes. Why do we fi nd it so diffi cult to deal with “the unknown”?
How to deal with intercultural critical incidents.
What is the correlation between country culture and company culture?
Intercultural basics and awareness
The term “culture”
describes the conscious
and unconscious behavior
patterns, norms and values
which distinguish one group
of people from another.
This module lays the
foundations for our under-
standing of what culture
is and how our culture
infl uences our behavior.
OBJECTIVES AND OUTCOME
OF THIS MODULE
Intercultural basics: What is “culture”? How strongly does culture infl uence behavior, norms and values?
Discovering and understanding the similarities and differences between your own culture and other cultures.
Discovering and understanding the correlation between the culture of a country and the culture of a company.
Discovering and understanding critical intercultural incidents: culture shock, prejudices and stereotypes.
REQUIREMENTS
None
TIME
1 day
B1MODULE B1
22 23
Notes:Cultures differ from each
other. But how exactly
do they differ? Cultural
dimensions define cultural
characteristics and behavior
which can be described and
measured. Our development
program is based on current
international studies. The
program works with nine
cultural dimensions and the
consequences for our daily
(working) life.
OBJECTIVES AND OUTCOME
OF THIS MODULE
Knowledge of important dimensi-ons which defi ne a culture.
Discovery and understanding of the infl uence of different cultural dimensions on our daily (working) life.
Discovery and understanding of the correlation between critical intercultural incidents and the infl uence of cultural dimensions.
REQUIREMENTS
Module B1 or comparable seminars.
IMPORTANT ASPECTS OF MODULE B2
What are the important cultural dimensions? How are they defi ned?
Which behavior patterns of the members of a culture can be explained by which cultural dimensions?
In which countries and regions are specifi c cultural dimensions more/less prevalent?
What is the correlation between specifi c cultural dimensions and national economic or social parameters?
Which cultural dimensions do I deal with frequently in my business life? Which do I deal with less frequently?
How will my behavior change after having done this module?
TIME
2 days
Cultural dimensions
Germany (W)India
Future Orientation
Performance Orientation
Uncertainty Avoidance
In-Group Collectivism Institutional Collectivism
Gender Egalitarianism
Assetiveness
Humane Orientation
Power Distance
7,006,005,004,003,002,001,00
Cha
rt B
2
B2MODULE
B2
24 25
Notes:IMPORTANT ASPECTS OF MODULE B3
Which correlation is there between cultural dimensions and personality profi les?
How well do your own personality profi le and your behavior under pressure on the one hand, and the culture with which you interact frequently on the other hand, match?
What behavior patterns are interculturally acceptable to partners or employees from other cultures, especially in critical situations, which at the same time enable you to keep your own position?
Which additional strengths would help me in intercultural situations? Which strengths should be developed?
Cultural dimensions and personality profile
Our personality and
communication profile is
decisively influenced by our
cultural imprint. The same
applies to employees and
partners from other cultures
with whom we work.
This module deals with
the correlation between the
individual profiles and the
dimensions of a culture as
well as the individual areas
for development.
REQUIREMENTS
Module A1, A3, B1 and B2 or comparable seminars.
TIME
1,5 days
OBJECTIVES AND OUTCOME
OF THIS MODULE
Discovery and understanding of the correlation between individual personality and communication profi les and cultural dimensions for a country or region.
Discovery and understanding of the overlapping of your own personality and communication profi le with the cultural dimensions in your own business context.
Development of your own behavior strategies for specifi c cultures, especially under pressure.
Leverage of personal strengths to develop your international skill set.
B3MODULE
B3
26 27
Notes:Clients and colleagues from
other cultures frequently
have different expectations
of leadership, team work
and working methods.
Consequently, they behave
differently.
This “different” behavior is
especially confusing when
those involved are not aware
of their cultural influences.
Instead, different behavior
is interpreted as personal
weakness, carelessness
or lack of interest. Conflict
situations and inefficient
project or team work are
often the result.
REQUIREMENTS
A1, A2, A3, B1, B2, B3 modules or comparable seminars.
OBJECTIVES AND OUTCOME
OF THIS MODULE
Discovery and understanding of the correlation between your own leadership styles, personality and communication profi les, and cultural dimensions.
Discovery and understanding of preferred leadership styles in given countries and regions.
Discovery and understanding of what foreign employees expect of your communication and leadership styles.
Developing additional strengths needed in international contexts.
TIME
1.5 days
IMPORTANT ASPECTS OF MODULE B4
Which management and leadership styles are considered to be especially effective in specifi c regions? Which are less effective? How do these judgments relate to the specifi c cultural dimensions?
To what degree does your own leadership and management style match the expectations of your foreign employees and partners? What are the important differences and how should you behave in these situations?
Which leadership characteristics should you develop in order to cope successfully with new challenges in international fi elds?
Which additional strengths would help you to deal with international situations and should be developed?
Leadership, communication and behavior in cultures
B4 MODULE
B4
28 29
Notes:Strategies are ways to
achieve set objectives.
Modern strategy processes
develop strategies on the
basis of a detailed analysis
of external chances and risks
as well as internal strengths
and weaknesses.
In spite of this, strategic
actions such as the reloca-
tion of production sites,
acquisition of companies
or setting up joint ventures
are often not as successful
as expected, especially
when there is a significant
international component
involved. This module deals
with practical approaches to
how strategic action plans
can be examined before
their implementation to see
whether they are practicable
or not and adjust them if
necessary.
OBJECTIVES AND OUTCOME
OF THIS MODULE
Planning and managing strategy processes.
Checking the feasibility measures of planned strategic actions in an international context.
Planning and managing of additional actions to improve the success rate of strategies in an international context..
Criteria for measuring implementation success.
REQUIREMENTS
A1, A2, A3, B1, B2, B3, B4 or comparable seminars.
IMPORTANT ASPECTS OF MODULE C1
Fundamentals of planning and managing strategy processes as well as deriving action plans from those strategies. Are the international strategic actions really feasible under the given conditions?
Which intercultural factors could cause the planned strategic actions to fail?
Which additional actions are necessary to ensure the success of international strategic actions?
TIME
1 day
Strategy
MODULE C1
C1
30 31
Notes:Change is necessary in
order to adjust to new
conditions and challenges.
This concerns both your
personal set of skills and
competences as well
as the set of skills and
competences of the
business entity you are
responsible for.
Change also frequently
causes anxiety and
apprehension.
A pragmatic approach
helps to manage change
processes efficiently and
to cope constructively
with possible resistance.
OBJECTIVES AND OUTCOME
OF THIS MODULE
Phases of change processes.
Consciousness of the infl uence of cultural imprinting, anxieties and apprehensions on individual phases of change processes.
Pragmatic alternatives for leaders and project managers to successfully plan and manage change processes in an international context. Dealing with crises in international change processes.
REQUIREMENTS
A1, A2, A3, B1, B2, B3, B4 or comparable seminars.
IMPORTANT ASPECTS OF MODULE C2
Which change process phases need to be taken into consideration?
What do managers and project managers need to be aware of regarding international change processes?
What can be done on a practical level to take both potential anxiety and project success into consideration?
What infl uence does pressure to change and/or crises have on individual behavior in change processes?
TIME
1 day
Change
C2 MODULE
C2
32 33
Notes:Multicultural teams have,
due to their diversity, the
best chances of being very
successful.
However, this frequently
does not happen because
there is too little time or
support available to clarify
important values and
working methods, make
agreements, create a feeling
of common interest and
establish mutual trust.
Trust is the decisive
prerequisite in order to
achieve the highest
possible standards in the
team. The point at which
pressure reaches its peak
and there is the greatest
lack of time available is
exactly the time when these
issues are most important.
OBJECTIVES AND OUTCOME
OF THIS MODULE
Team development phases.
Consciousness of the infl uence of cultural imprinting, anxiety, apprehension and barriers on team members with regard to different phases in international team development processes. Pragmatic action alternatives for leaders and project managers in planning and managing international team development processes.
How to deal with crises and confl icts in international teams.
REQUIREMENTS
Module A1, A2, A3, B1, B2, B3, B4 or comparable seminars.
IMPORTANT ASPECTS OF MODULE C3
What team development phases are there? What anxieties, apprehensions and barriers can arise during these phases?
What consequences do the individual team member´s cultural imprinting have for these phases?
What cultural values have an effect on the issue of trust in intercultural teams?
What practical measures can the team leader take to successfully lead intercultural teams in confl ict or crisis situations?
TIME
1 day
Team development
C3 MODULE
C3
34 35
OUR DEVELOPMENT MODEL
Realizationand
recognition
Planning andmanaging
Discovery and positioning
Adapting and optimizing
Own Personality
and Communication Profi le
Own Leadership
Profi le
Own Intercultural Awareness
Profi le
Leadership and Management
in a given situation
Process:Team
DevelopmentProcess:Change
Process:Strategy
Regions, CultureDimensions and
LeadershipStyles
InterculturalFoundation and
Awareness
DEEPLY-ROOTED IN THE MANAGEMENT-PROFILES
Intercultural Management Competence…
… linked to your
businessstrategy
… defi ned as key
leadership skill
… tied to annual
performance objectives
… trainedand coached
actively
… integratedinto dailybusiness
OUR DEVELOPMENT PROGRAM
Module 1:Realization and
recognition
Recognizing and contemplating
your own communication, leadership and
cultural awareness profi les
Creating awareness of unconsious
behavioral patterns in stressful
and unknown intercultural management
situations
Module 2:Discovery and
positioning
Understanding connections between the important
dimensions of a culture and the resulting
implications in specifi c countries
and regions
Identifyingappropriate
leadership styles in specifi c countries
and regions
Module 3:Planning and
managing
Generating overview of phases for
interculturally relevant
management processes
Identifying culturally dependent
expectations, emotions and fears
in intercultural management processes and
defi ning appropriate behavioral patterns
Module 4:Adapting and
optimizing
Leveraging and extending the relationship
between personal strengths and resources in
specifi c intercultural management
situations
This module is offered
exclusively in individual
Workshops or Coachings
OUR APPROACH
Holistic due tothe integration of
different areas
Coaching-oriented, that is,focusing on the strengthsof the individual client
Experienced-based learning and pragmatic methods
to ensure a successful transfer to real business life
Focusing on sub-consciousbehavior under
pressure and dealing with the unknown
GR
AP
HIC
S A
ND
MO
DE
LS
36 37
WH
AT
WE
OF
FE
R A
T A
GLA
NC
E
INTERCULTURAL
MANAGEMENT COMPETENCE
DEVELOPMENT PROGRAM
* Program open to all * Program tailor made for
your company
WORKSHOPS
AND SEMINARS
* Program tailor made for your company
WHAT WE OFFER AT A GLANCE
WE SUPPORT YOUR …
projects, processes, and when sending employees abroad in an international/intercultural context
COACHING FOR
INDIVIDUALS AND
FOR TEAMS
You choose the location best for you
38 39
IMP RINT / CONTACT
COMPETENCE CONNECTS CULTURES
JagdfeldzentrumMünchener Str. 1485540 Haar
Tel. +49 (0)89-45 45 33 90Fax +49 (0)89-45 45 34 07
fb@competence-connects-cultures.com www.competence-connects-cultures.com
AN
D N
OW
? P
LEA
SE
CO
NTA
CT
US
OOPS!
The postcard is missing? No problem.Call us at +49 (0)89-45 45 33 90
SOURCES
Cover Page: -Antonio- / istockphoto.comU2, Page 1: daniel r / fotolia.comPage 6, 7: Miss X / photocase.comPage 14: knallgrün / photocase.comPage 16: Angelo Giampiccolo / fotolia.comPage 18: Tobias Machhaus / fotolia.comPage 20: a.bodo / photocase.comPage 22: macroman / fotolia.comPage 24: macroman / fotolia.comPage 26: ig3l / photocase.comPage 28: Jürgen W / photocase.comPage 30: Deminos / fotolia.comPage 32: krockenmitte / photocase.comPage 36, 37: keki / fotolia.comPage 38: sylvi.bechle / photocase.com
40 41
INDEX
B
Behavior: 5, 6, 14-15, 20-21, 22-23, 24-25, 26-27, 30-31Behavior: realization and recognition 14-15
C
Change processes 30-31Communication profi le: 14-15,16-17Communication style: 26-27Company culture 20-21Confl icts: 26-27Correlation: between culture of a country and culture of a company 20-21Correlation: between communication profi le and leadership style 16-15Correlation: between cultural dimensions and national economic or social parameters 22-23Correlation: between cultural dimensions and critical incidents 22-23Correlation: between cultural dimensions and daily (working) life 22-23Correlation: between cultural dimensions and leadership styles 26-27Correlation: between cultural dimensions and personality profi les 24-25, 26-27Crises: dealing with 30-31, 32-33Critical intercultural incidents: 20-21, 22-23Cultural dimensions 22-23, 24-25, 26-27Cultural dimensions: in specifi c countries and regions 22-23Culture shock 20-21
D
Development of additional strengths 14-15, 24-25, 26-27
I
„Iceberg Model“ 20-21Intercultural awareness 18-19, 20-21Intercultural awareness: Phase Model 18-19
L
Leadership behavior: changes according to circumstances 16-17Leadership behavior: strategies to leverage own 16-17, 26-27Leadership style: expectations of international colleagues towards 26-27Leadership style: realization and recognition 16-17Leadership styles: in specifi c countries and regions 26-27
P
Personality profi le 14-15, 24-25, 26-27Prejudices: 20-21
S
Stereotypes 20-21Strategy processes 28-29Stress and pressure: dealing with 5, 14-15, 24-25, 26-27
T
Team Development 32-33
42 43
CHALLENGE “INTERCULTURAL MANAGEMENT”
OR
IGIN
AL
QU
OT
ES
»They drive me crazy. They don t honor the
deadlines we agreed on AND, to make things worse,
they don t even let us know what s going on.«
»I can t stand it any longer. They don t start meetings on time, they can t seem to get to the point and we never get anywhere.«
»They have to realize that THEY have to change. We took them over, so they have to play by our rules.«
»I don t know how to get it across to them that they have to stick to our budgeting process.They re totally caught up in dealing with daily business. They just don t understand long term planning.«
»I don t know why Mr. X can t deal with our US division. He was one of our best
managers here at H.Q.«
»Suddenly he jumped up and shouted at me. In the
middle of the meeting. I just didn t know how to react.«
»No more mister nice guy. They agree to everything when we meet face to face, but then the opposite happens.
This has to stop.«
»I have to say that if I had known how diffi cult it is
to run our subsidiary in (country) Y I would never
have supported the move. We seem to do nothing else
at the moment except solve their problems.«
© Id
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