Assignment 2 – Group Presentation
1. Identify your company – name, history, names and roles of individuals in the group.
2. Overview of assignment sending manager to: where going, why, what sort of project:
functional/tactical, developmental, strategic.
3. Profile/biography: readiness of individual, story, qualifications, evolution of career.
4. Business and management culture in Germany and Brazil – both practical, e.g. negotiation and
theoretical (masculine/high ambiguity/power distance etc.) – cross cultural theory.
5. Training programme – how would you deliver it to manager, taking into account the type of
project and what they would need to know, time needed, pre/post training, methods/tools, cost
Should follow the model below:
Phase 1: Identify the type of global assignment (functional, developmental, or strategic):
Functional: similar to technical assignment (same position, just in an international context), but
requires significant interaction with host national. Sent to fill technical or managerial gaps (most
common type of global assignment).
Developmental: managerial development consistent with HR plan – often rotational – goal is
Strategic: high profile (general manager/vice president) both developmental and strategic
(entering new market, developing a country’s market base, joint venture etc.)
Phase 2: Determine training needs (organisational, expatriate, assignment) analysis:
Organisational: CCT within the context of the organisation – culture, politics, structure and
strategy. Consider how CCT can assist both the HQ & subsidiary in supporting global strategy.
Considers availability of trainers, budget, costs & benefits etc. (organisation with higher
proportion of strategic or development assignees are more likely to need higher CCT and more
likely to use professional CC trainers).
Individual/expatriate: prior experience, prior CCT training, CC knowledge and skills (both for
individual and their family if appropriate).
Assignment: What tasks required on assignment – CC knowledge and skills needed to perform
those tasks effectively (position specific).
Phase 3: Establishing goals and measures:
Short term: What do you want them to achieve by the end of the training. Should be stated in
detailed and measureable terms. Can be:
Cognitive: Understand role of cultural values on behaviour in the destination (social &
business), e.g. increased understanding of purpose, values and benefits of the assignment,
managing stress, awareness of norms to effective interaction.
Affective: Modifying their perception about host culture, increase self-confidence to
communicate with individual (language skills).
Behavioural: CC skills required – intercultural skills, negotiation skills, relationship building skills.
(The type of assignment will determine which area to concentrate on – developmental/strategic
assignments need to concentrate on behavioural skills).
Long Term: What you expect the outcome of the assignment to be, e.g. CC adjustment,
Phase 4: Developing and delivering training that is needed in order to achieve the stated goal
(method, content and sequence).
Instructional: General not specific to a culture (culture shock, stress etc.). Specific to a culture
(language, culture, geography, customs, history).
Methods: lectures, seminars, text books, video clips, workshops – depend on how different
countries are, how much interaction required, job training too.
Sequence: Best to give training pre, during and post (but not too much before) – briefing only.
Best to start when in location but should be sequential and continuous.
Phase 5: Evaluating the training programme (both individual and programme).
Cognitive: paper and pencil tests.
Attitude: interview and allow them to discuss and see what they have acquired/learnt.
Behavioural: role play, how they behave in a given situation.