3033IBA Managing People in Asia and Pacific Regions For Products

1 Map which outlines differences in the cultural dimensions between countries

1a. If a Swedish MNE sent a PCN expatriate to India, what challenges might they find when managing Indian workers from a 'power distance' perspective? Why?

Power Distance

Uncertainty Avoidance

1a. India has a higher power distance so the basic challenge for PCN from Sweden would be in adapting to the higher power distance levels in India. This would be difficult since the PCN belonged to a country where everyone faced equal treatment and there has always been a demand for the justification of the inequalities (hofstede-cultural-dimensions.com 2018).

1.b Japan has a higher uncertainty avoidance index so the primary challenge for the PCN from United States would be in implementing any change and realizing them. This seems difficult because the expatriate belongs to a country where there is more tolerance towards opinion and ideas from any one and tolerance of freedom of expression (hofstede-cultural-dimensions.com 2018). In other words, the expatriates belongs to a country where there is acceptance of newer ideas, motivation for innovative products and willingnessin trying something different or new.

2. According to Trompenaars, Germans have a Sequential approach to time whilst Mexicans have a Synchronic attitude to time.

If a German MNE sent a PCN expatriate to Mexico, what challenges might they find when managing Mexican workers from a 'time' perspective? Why?

When a PCN expatriate from Germany is sent to Mexico then he might face the challenge of being thrown off the schedule as he experiences a culture where time is an abstract concept depending on the rthym of the group (Kull et al. 2014). The German PCN expatriate might also face challenges of handling several projects at a particular time which has much flexibility in plans and commitment in Mexico. This is because the expatriate belongs to a country where a high value is placed on planning, punctuality and the schedule for staying on. In other words, the culture of Germany believes in time is money.

3. Outline four characteristics of a ‘Global mindset’ and give a brief example for each.

1.Consideration of the four T’s which includes travel, team, training for the development of global mindset. For instance, a Swedish expatriate travelling to Japan should consider the four Ts

2.Experiencing the culture shock and learning to accept the newer culture (Osland 2013). For example, a US expatriate to Japan must know how to adapt to the workaholic formal culture

3.Increase in sensitivity towards multiple cultures and their differences. For instance, an US expatriate working in Japan for quite some time becomes more sensitive towards its norms and culture.

4. Development of Cosmopolitan Skills in undertaking newer and multiple perspectives. For example an expatriate from US travelling to differerent countries at different point in time experiences this.

4. What are the five phases that firms need to consider when designing effective cross cultural training programs.

1. Identification of the kind of global assignment that calls for the need of cross cultural training.

2. Determination of the cross cultural needs for training that ranges from the organization to assignment to the individual level (Kaynak, Fulmer and Keys 2013)

3. Defining the Training Milestones and Objectives for effectiveness of training

4. Development and delivery of the cross cultural training program

5. Creation of Tracking Metrics for Monitoring the Progress of Training