BUMGT5920 Management in a Global Business: Training and Development
Activity- Potential Training and Development Action Plan
Step One:
Step Two:
This summary should include training and development content on:
• Who should design and deliver the training and development program?
Answer:
Step 1
|
Identification of skills gaps |
Actions to be taken? |
By Whom? |
Training Methodology |
|
1. How to meet and build background of relatedness in the first meeting |
Initial greeting of to the clients at the airport |
The host nation manager |
Mutual Consult |
|
Gentle communication regarding comfort during the journey |
The host nation manager |
Mutual Consult | |
|
Brief discussion on the choice of accommodations |
The host nation manager |
Mutual Consult | |
|
Brief discussion on the choices for the place of lunch |
The host nation manager |
Mutual Consult |
|
|
Actions to be taken? |
By Whom? |
Training Methodology |
|
2. Culturally sensitive in exchanging business card. |
Repetitive attempt of learning the language of the new culture |
The Business manager |
Classroom training |
|
|
Continuous try of overcoming the cultural differences |
The Business manager |
Mutual consult with the natives |
|
|
Repetitive attendance in the social and cultural events |
The Business manager |
Event Participation |
|
Identification of skills gaps |
Actions to be taken? |
By Whom? |
Training Methodology |
|
3. Know how to give and receive gifts in a business setting |
Improvement in performances will be a method for the employees to receive the gifts. |
The operations manager |
Performance Analysis |
|
|
The formal start of interaction has a scope of gifting the other person in the meeting |
The business manager |
Mutual Interaction |
|
Identification of skills gaps |
Actions to be taken? |
By Whom? |
Training Methodology |
|
4. Know how to give and receive gifts in a social setting |
The interaction between different individuals has the scope of exchange of gifts in the form of flowers or fruit basket. |
The host of the meeting |
Mutual Interaction |
|
|
The scope of gifting is significant in the social engagement activities for the employees |
The host of the activity |
Performance Analysis |
|
|
The improvement in the performance and social recognition of the good work done by the individual is a possible method of receiving the gifts |
The manager of any agency, conducting the social recognition program |
Performance Analysis |
|
Identification of skills gaps |
Actions to be taken? |
By Whom? |
Training Methodology |
|
5. Able to apply Hofstede’s five dimensions of national culture to be an appropriate and effective manager in the host nation. |
Proper understanding of the concept of Power Dimension |
The manager |
Class Room Training along with the social Interaction |
|
|
Proper understanding of the concept of Individualism |
The manager |
Class Room Training along with the social Interaction |
|
|
Proper understanding of the concept of Masculinity |
The manager |
Class Room Training along with the social Interaction |
|
|
Proper understanding of the concept of Uncertainty Avoidance |
The manager |
Class Room Training along with the social Interaction |
|
|
Proper understanding of the concept of Long Term Orientation |
The manager |
Class Room Training along with the social Interaction |
|
|
Proper understanding of the concept of Indulgence |
The manager |
Class Room Training along with the social Interaction |
|
Identification of skills gaps |
Actions to be taken? |
By Whom? |
Training Methodology |
|
|
5. Able to demonstrate appropriate leadership communication skills with host nation employees that is culturally appropriate |
Proper learning of most commonly used the language of that culture |
The manager |
Classroom training with practical cases like interaction with the employees | |
|
Able to demonstrate how to negotiate effectively in a culturally appropriate manner. |
Proper understanding of the language and the most commonly used terms in effective negotiation along with the assessment of the impact of the element on the culture, for which the negotiations are to be made |
The manager |
Fact and data analysis | |
|
Able to demonstrate whether to be a paternalistic leader in the host nation |
To observe how the employees in the host nation deals with the pressure of being solely focused to the concerned activities with limited scope of liberty of conducting anything as per their wish |
The manager |
Performance analysis of the employees. |
Step 2:
The training and development programs are dedicated to increase the Negotiation skills, Effective Consultation skills, Leadership quality, the level of understanding of the concept of different aspects of value dimensions. It is also intended to increase the business networks from different business channels as well.
As the development program is observed to have different parts relating to it like the elimination of the cultural differences, the assessment of the value dimensions from the hosted insights, the designer and the deliver of the training and development program will be different. The cultural training will be conducted by renowned professors of the host nation culture and society. The training for the gifting procedure will follow the self-analysis of the concerned people after gathering important insights from the mutual consultant. The leadership training and the communication training will be designed by the human resource mentors of that organization.
The pre departure training components will be:
- Training in order to increase the cultural awareness.
- Proper guideline of the effective and productive communication.
- Training and assignments on non-traditional subjects.
- Practical assistance and preliminary visits.
The development program components will be:
- Negotiation skills.
- Effective Consultation skills.
- Leadership Development.
- Development in the value dimension concept.
- Business networking development.
Bibliography:
Botha, A., Kourie, D., & Snyman, R. (2014). Coping with continuous change in the business environment: Knowledge management and knowledge management technology. Elsevier.
Budhwar, P. S., & Debrah, Y. A. (Eds.). (2013). Human resource management in developing countries. Routledge.
Ferraro, G. P., & Briody, E. K. (2013). The cultural dimension of global business. Upper Saddle River: Pearson.
Home - Hofstede Insights. (2018). Retrieved from https://www.hofstede-insights.com/
Kardes, I., Ozturk, A., Cavusgil, S. T., & Cavusgil, E. (2013). Managing global megaprojects: Complexity and risk management. International Business Review, 22(6), 905-917.
Lasserre, P. (2017). Global strategic management. Macmillan International Higher Education.
Nankervis, A. R., Baird, M., Coffey, J., & Shields, J. (2016). Human resource management: strategy and practice. Cengage AU.
Peng, M. W. (2016). Global business. Cengage Learning.
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