1 Globalization and Intercultural Management 1

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1 1 Globalization and Intercultural Management Statement of the problem "The Global Challenge" Global challenges The intercultural answer Intercultural management Definition of intercultural management The importance of intercultural management The tasks of intercultural management Challenges in the field of intercultural management The European Union and intercultural dialogue Intercultural management vs. cross-cultural-management The expert's view: Interview with Dr. Thomas Zenetti Case Study: Interviewing costumers in Asia - The impact of culture 21 2 Cultural Reflection as a Starting Point for Intercultural Management Statement of the problem Acting in a different cultural setting The term "culture" from a scientific-anthropological point of view The Iceberg-Model Approaching a systematization of different cultural concepts Keller's cultural concept Luthans' cultural concept Kluckhohn's cultural concept Schein's Model: Three Levels of Culture Symbols Heroes Rituals Value systems Insights into five cultural models Hall's Cultural Model Hofstede's 5-Dimension Model Trompenaars' 7-D-Model Schwartz'Cultural Model GLOBE-Study 52

2 X 2.6 Comparison of the cultural models The application of cultural models in the training practice Levels and core elements of the cultural environment and its influence on international assignments Questioning one's own cultural point of view Core elements of the cultural environment Regarding the interrelation of the core elements The expert's view: Interview with Prof. Dr. Geert Hofstede Intercultural exercise: Bridge construction experts among the "Ulemans" Case Study: Getting people to play ball 68 3 Corporate Culture and Internationalization Statement of the problem Corporate cultures in global interaction Aresearch project on global cultural development Cultural integration drivers Mergers & acquisitions The terms "merger" & "acquisition" Cross-border M&A Reasons for M&A Drawbacks The process of forming M&A Cultural Due Diligence An evaluation of mergers & acquisitions The influence of culture on M&A - selected results of two studies A practical example: a pre-deal planning by KPMG Interview with Peter Agneljall, CEO of IKEA Case Study: From foundering consumer goods factory to cookware leader: A recipe for growth 92 4 Values under the Influence of Culture and Technology Statement of the problem Values and responsibilities De Bono's Six Value Medals The World Values Survey An overview on the project Sample questions from the World Values Survey Valuing diversity and managing diversity Definition of diversity Diversity management Diversity management within intercultural management 104

3 XI Theoretical approaches towards diversity management The benefits, dangers and limitations of an active diversity management The drivers for implementing diversity management The future development of diversity management The expert's view: Interview with Ryohei Arai Case Study: A vision of a modern Arab world Intercultural Competence Statement of the problem Definition Cluster 1: Attitude Cluster 2: Knowledge and skills Cluster 3: Internal and external outcomes Relevance of intercultural competence Intercultural competence in the framework of the 7-S-Model The "hard" elements of the 7-S-Model The "soft" elements of the 7-S-Model WWW - a selection of intercultural sites The experts' view Interview with Abdulaziz Al-Mikhlafi Interview with Peter Wollmann Case Study: Why did Walmart leave Germany? Intercultural Communication Statement of the problem The importance of intercultural communication The communication model Negotiating across cultures Levels of communication Verbal communication Language Distinctive language features Translation problems English as a lingua franca Direct and indirect styles of verbal communication Written communication Listening skills Paraverbal communication Communicating to display emotion Effect of speaking i 155

4 XII 6.7 Nonverbal communication Six categories of nonverbal communication Dress code Business cards Gifts The expert's view: Interview with Daniel Frisch Case Study: German manager meets Saudi Arabian chairman Leadership Across Cultures Statement of the problem The foundation for leadership Leadership styles Authoritarian leadership Paternalistic leadership Participative leadership Laissez-faire leadership Transformational leadership Charismatic leadership Transactional leadership Leadership styles in the international context Four types of leaders The Lewis Model Leading across cultures: personality versus authenticity Leadership affected by religion Confucianism influencing leadership Islam influencing leadership Hinduism influencing leadership The Intercultural Manager The experts'view Interview with Juergen Dlugi, CEO, Konecranes Interview with Steffen Keil, Siemens Saudi Arabia Case Study: International assignments Multicultural Teams Statement of the problem The necessity of multicultural teams Challenges for multicultural teams The multicultural learning process Multiculturality and group formation 204

5 XIII 8.5 Multicultural team effectiveness Conflict as a chance Team effectiveness and nationality Team effectiveness and international work experience Team effectiveness and language Team effectiveness and international composition Team effectiveness and the nature of the task Tuckman's stages of group development Forming Storming Norming Performing Adjourning Multicultural team building A study on multicultural teams: The OCCAR example Questionnaire on cross-cultural teamwork (extract) Exercise: Cross-cultural team building scale The experts'view Interview with Jerry Holm, DB Schenker Interview with Heidrun Buss, AHK Guangzhou Role play: Multicultural team work Case Study: Managing diversity at Luxury Island Resort Intercultural Preparation and Reintegration Statement of the problem The role of expatriates Intercultural learning and culture shock Definition of culture shock Culture shock models Types of reaction to culture shock Culture Shock: India Culture Shock: Saudi Arabia Failure of expatriation: costs & causes The expatriation cycle Aspects of a successful international assignments Role of the family Pre-departure preparation Expatriate support Training methods and their application in the training practice Intercultural training institutions - A selection Kwintessential 255

6 XIV CDC - Carl Duisberg Centren IFTM - Institute for Intercultural Management IKUD - Institute for Intercultural Didactics Further training institutes Intercultural training at Robert Bosch India Limited Global Corporate Etiquette Intercultural Training: Country-specific Surveys on intercultural preparation Intercultural preparation in big companies Intercultural preparation in SME Reintegration Definitions The repatriation process Major difficulties for employees Personal and intercultural problems Phases of reintegration Theoretical reintegration model by Jassawalla, Connolly and Slojkowski Consequences of insufficient reintegration Repatriation planning The employees' view on reintegration Repatriation checklist Role Play: Time for a coffee break Case Study: Outsourcing Sends U.S. Firms to "Trainer" Three Global Intercultural Tests Siemens AG - Globality Check Presentation Feedback Meetings Negotiating Socializing International Projects Delegation Debriefing An intercultural crossword puzzle A test of global management skills Solutions Globality Check Further solutions Intercultural Exercise (p. 66): Instructions for the "Ulemans" 299