Many training techniques are available to assist overseas assignees in the adjustment process. These techniques are classified by Tung as (I) area studies, that is, documentary programs about the country's geography, economics, socio-political history, and so forth; (2. culture assimilators, which expose trainees to the kinds of situations they are likely to encounter that are critical to successful interactions; (3. language training; (4. sensitivity training; and (5. field experiences - exposure to people from other cultures within the trainee's own country. Tung recommends using these training methods in a complementary fashion, giving the trainee increasing levels of personal involvement as she or he progresses through each method. Documentary and interpersonal approaches have been found comparable, with the most effective intercultural training occurring when trainees become aware of the differences between their own culture and the one they are planning to enter.
Similarly categorizing training methods, Ronen suggests specific techniques, such as workshops and sensitivity training, including a field experience called the host-family surrogate, where the MNC pays for and places an expatriate family with a host family as part of an immersion and familiarization program.
Most training programs take place in the expatriate's own country prior to leaving. While this is certainly a convenience, the impact of host-country (or in- country) programs can be far greater than those conducted at home because crucial skills, such as overcoming cultural differences in intercultural relationships, can actually be experienced during in-country training rather than simply discussed. In fact, some MNCs are beginning to recognize that there is no substitute for on-the- job training (OJT) in the early stages of the careers of those managers whom they hope to develop into senior-level global managers. Colgate-Palmolive - whose overseas sales represent two-thirds of its $6 billion in yearly revenue - is one company whose management development programs adhere to this philosophy. After training at headquarters, Colgate employees become associate product managers in the United States or abroad - and, according to John R. Garrison, manager of recruitment and development at Colgate, they must earn their stripes by being prepared to country-hop every few years. In fact, says Garrison, “That's the definition of a global manager: one who has seen several environments firsthand.” Exhibit 9-5 shows some other global management development programs for junior employees.
Training Techniques : Developing a Global Management Cadre article from Global Human Resource Management Catagory Training Techniques
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