Intercultural Management Competence:
E x a m p l e s ...
... for the development of Intercultural Management Competence in times of change in and between organizations:
New organizational units are being created in your company by joining different departments together. You know that different organizational cultures do not automatically work well together. Therefore, you actively decide to support the planned changes using tailor made measures.
… or …
Your company has taken over the majority interest in a new foreign subsidiary which will be integrated into the parent company in the coming months. You know that different country and organizational cultures do not work together well automatically. Therefore, you decide to actively support the integration process by utilizing a tailor made program.
… or …
The last 9 months have been very busy .Your company bought the first two production plants abroad and has successfully completed the first phase of integration. In order to implement new synergies between the production plants in Germany and abroad, you have decided to do a workshop with production experts from all locations. The objective of this workshop is to highlight best practice by standardizing and optimizing a procedure in an important production step. You know that the success of this change process depends entirely on the degree of trust and openness with which the experts from the parent company and the new foreign companies work together.
… or …
Your company has formed a joint venture with a partner in order to find new markets or to develop new technology. You know that employees from different country, organization and branch cultures do not automatically work together well. Therefore, you decide to actively support the joint venture by arranging for supportive measures.
E x a m p l e s ...
... for the development of Intercultural Management Competence in times of change in and between organizations:
New organizational units are being created in your company by joining different departments together. You know that different organizational cultures do not automatically work well together. Therefore, you actively decide to support the planned changes using tailor made measures.
… or …
Your company has taken over the majority interest in a new foreign subsidiary which will be integrated into the parent company in the coming months. You know that different country and organizational cultures do not work together well automatically. Therefore, you decide to actively support the integration process by utilizing a tailor made program.
… or …
The last 9 months have been very busy .Your company bought the first two production plants abroad and has successfully completed the first phase of integration. In order to implement new synergies between the production plants in Germany and abroad, you have decided to do a workshop with production experts from all locations. The objective of this workshop is to highlight best practice by standardizing and optimizing a procedure in an important production step. You know that the success of this change process depends entirely on the degree of trust and openness with which the experts from the parent company and the new foreign companies work together.
… or …
Your company has formed a joint venture with a partner in order to find new markets or to develop new technology. You know that employees from different country, organization and branch cultures do not automatically work together well. Therefore, you decide to actively support the joint venture by arranging for supportive measures.
What do these situations have in common?
What they have in common is …
What they have in common is …
… that different country cultures, company cultures, branch cultures or department cultures work together successfully after merging when the integration process is supported actively by awareness training, workshops or coaching sessions.
Only then can fears, anxieties or barriers be taken seriously and enough confidence generated. The result is that all employees look with confidence to the future. Diversity and intercultural richness give you a competitive edge.
Only then can fears, anxieties or barriers be taken seriously and enough confidence generated. The result is that all employees look with confidence to the future. Diversity and intercultural richness give you a competitive edge.