tailieunhanh - Human Resource Management The Key Concepts Routledge Key Guides by Chris Rowley and Keith Jackson_4

Tham khảo tài liệu 'human resource management the key concepts routledge key guides by chris rowley and keith jackson_4', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | CROSS-CULTURAL TRAINING North Americans have a culture system learning style and reasoning preference that tends towards an inductive task or problem-centred approach. Some other parts of the world however have a strong preference for deductive topic-centred reasoning Marquardt Kearsley 1999 . Another factor affecting programme design is the interaction with members of other cultures. This can be measured by intensity duration and nature of interaction. Intensity of interaction is characterised by the frequency of contact with members of other cultures. For high intensity a manager may need to socialise and practise with more foreign individuals more frequently. Duration of interaction refers to the length of time a manager is in contact with a foreign culture. If the contact time is short CCMT tends to be of a less serious nature. Lastly nature of interaction refers to the type of interaction formal or causal. If formal interaction is required . business negotiation hiring interviews more training will be required. Depending on the culture specific training methods may be effective or ineffective. Participants from Asian cultures prefer to observe the instructor demonstrating a skill rather than face the possibility by being seen as foolish through risk-taking and learning-by-doing methodologies. The Japanese are accustomed to lectures note-taking and very respectfully asking questions of teachers. The use of case studies and analysis in Arab countries may be ineffective because Arab culture encourages verbal comments by only the leader or manager of the group and not the individual participants. The preferred methodology for learning is group discussions. The effectiveness of a CCMT programme is usually evaluated on a manager s successful adjustment in overseas assignments. The success of overseas assignees can be conceptualised at three levels Zaka-ria 2000 intercultural competency effectiveness in the work role organisational success the impact of the .