This assignment discusses Cross-cultural training and its objectives, Importance of intercultural training in globalisation, Key intercultural skills for expatriate training, Types and benefits of intercultural training, Determinants of cultural differenc

Types and benefits of intercultural training:

1. Pre-departure training: This is the traditional form for intercultural training and it is conducted in the home country and organised about a month ago before departure. For better efficiency, the training should be given when the trainees are most motivated to learn (Selmer, 2009) For example, if a person is unable to concern learning about another culture may not benefit from pre-departure training. The duration of most Cross Cultural Training programmes is depends upon the cultural distance from home country to host country. For example between the West and China (Branine, 2005). This experience is called ‘‘tourist  phase’’ (Torbiorn,1982)

2. Post-arrival training: Post-arrival training is further beneficial when provided after expatriate coming back from host country to home country. (Gudykunst et al., 1996; Selmer et al., 1998). This takes around three to six months to start and focused on developments in the host country culture, world view, mentality, values, living patterns and social structure (Torbiorn, 1994). This training can take place at the host country, the home country or any other place. This is like ‘‘on-site’’ training of expatriates. ‘‘on-site’’ training supports to study innovative administrative measures, and help them adjust to the new cultural background.

3. Sequential training: This training must be progressing in steps starting at pre-departure and continuing to the post-arrival phases which provides a complete direction for expatriate’s step by step improvement towards knowing the value and beliefs of the host culture. (Selmer, 2009) Sequential training has three pre-conditions. First, expatriate’s encounters a much diverse societal atmosphere, that the expatriate has faced situations which were unknown before without any option. Then, the relocation to the overseas nation is within a short period of time. Third, expatriate Stays in the host culture for long time for situation to be restructured and the new behaviours to be taught (Selmer et al., 1998).

Content and duration of Cross Cultural Training

Brislin (1979) has identified three different contents of Cross cultural Training as being cognitive, affective and behavioural in nature. The cognitive content matches to a distribution of information through discussions and other non-participatory resources. Cognitive content contain facts and figures important for real-world measures, for example geographic knowledge, weather, accommodation, universities etc. The affective content aims at aggravating individual responses to learn how to deal with critical cultural situations. The behavioural content aims at improving the communication style of participants for decent relationships with members of host culture and could enables communication with natives, shows an ability to show the interest to learn about overseas culture, supports expatriate to be well-mannered (Eschback et al., 2001; Selmer, 2006). Duration of Cross Culture Training sessions are depending upon what training expatriate is getting ranging from one day or designed for few days or a month (Caligiuri et al., 2001; Gudykunst et al.). For example, language training from basic level to advance level reneging from one day to one month

Benefits of Cross Cultural Training

Cross cultural training improves consciousness amongst people in order to promote clear lines of communication and better relationships. Cross Cultural Training should enable expatriates to determine appropriate cultural behaviours in the host country and suitable ways to perform their job tasks (Black and Mendenhall, 1990). Through Cross Cultural Training, expatriates may get familiar with unexpected happenings in the new cultural background and to reduce conflict due to unexpected actions and situations. Furthermore, It also shows that in the pre-departure Cross Cultural Training, the training may help expatriates to create accurate outlooks with respect to living and working in the host country.

(Black and Mendenhall, 1990; Black et al., 1991)

An integrated cross-cultural training model

This model relates the success of training to the development of acculturation. This supports expatriates to act very effectively and reduce stressful practises while facing the insecurity in overseas nations. This model defines acculturation as both a development and a state. For individual persons, family support and willingness to acculturate features added. The type of job assignment, length of assignment and type of training added in situational features. The main improvement in this model is the adding of extra critical process earlier cultural contact takes place, both of which are antecedents to the acculturation process. (Zakaria, 2000)

The new procedure is the moderating process which needs good training programs. The main purposes of this procedure are: adjust the individual and situational characteristics; decrease the culture shock like stress, disorientation, learning and skills deficits; accomplish improved acculturation results. Cross-cultural training is important element. With the help of integrated cross cultural training program organisations gain benefits if training is provided in a proper way. (Zakaria, 2000)

Determinants of cultural differences:  

Pioneering study of cultures across modern nations done by Hofstede, Dutch social psychologist, in different cultures evaluated the outcomes and establishes forms of likeness and variance among the answers along these five dimensions. According to Hofstede (1981, in Hofstede, 2001) there are some magnitudes in to the cultural factors. These factors are as follows:

1. Power distance index (PDI): This state to the degree of dissimilarity that exists – and is accepted – between persons with and without power. A high PD score shows that culture agrees an unequal circulation of power and people recognise "their place" in the system. A Low PD shows that power is shared and well distributed. It also means equality in the society members.

(Hofstede, 2001) 

2. Individualism (IDV): means specific point at which persons take care about them beyond family and with a very few close friends or stay incorporated into groups usually around the family.

(Hofstede, 2001)

3. Masculinity (MAS) vs. feminism: means the circulation of emotional roles amongst the sexes. It opposes a tough masculine to tender feminine society.  The assertive pole has been called 'masculine' and the modest and the caring pole called 'feminine'.

(Hofstede, 2001)

4. Uncertainty avoidance index (UAI): this deals with a culture's open-mindedness for uncertainty and ambiguity; which shows the states to man's hunt for reality. It shows to what level a culture programs its members to feel in unstructured conditions. For example, uncomfortable or comfortable.

(Hofstede, 2001)

5. Long term orientation (LTO):  This state that at what dimensions values and ethics age-old works as opposite to short term customs and beliefs. Countries those are having a high Long term orientation score, bringing on social responsibilities and side-stepping "loss of face" are count very significant.

(Hofstede, 2001)

Differences across cultures in people and practices

Many people behave significantly different in different situations because of their cultures differences. The motivational desires of the expatriates and executives differ from culture to culture. The driving force which causes peoples to do the job in India may not be the same for Chines peoples; international manager must understand the modifications in the people’s mode of doing work.

(Neelankavil and James, 2000)

The manufacture services of organizations may be same through divisions but the mind-set of the people’s changes organizations to organizations. For example, Japanese management system like quality circles failed when they have applied into Indian organisations. Neelankavil, Mathur and Zhang (2001) study shows that in four countries for management development and motivational aspects in both different trainings found diverse management values, value dimensions and relative administration. India established a similar value to America than its neighbour country china though less geographic distance. For example, Drive and ambition were significant for American managers (91) for achievement which is not the instance for China (7). (Neelankavil, Mathur and Zhang, 2001)

Sociocultural aspects of expatriate adjustment:

There is difference in sociocultural and psychological adjustment in the concept of inter-cultural adjustment (Searle and Ward, 1990; Ward and Kennedy, 1992, 1993; Ward and Searle, 1991).Sociocultural adjustment communicates the capability to successfully interact with the peoples of overseas country (Ward and Kennedy, 1996) which has been linked with objects that encourage and enable to learn other countries culture and acquire social skills. (Cross, 1995; Searle and Ward, 1990) The sociocultural stressed on social behaviour (Black and Mendenhall, 1991; Furnham, 1993; Klineberg, 1982).Psychological adjustment means person’s happiness in their new social backgrounds linked with persons emotions, cognitive views, and individual features (Ward and Kennedy, 1996).

Black et al. (1991) discussed in their recommended model for international managers modification, difference in three types of modification is as follows:

1. Modification towards expatriates work;
2. Modification towards communicating with citizens of the host country;
3. Modification towards social situation.

Conclusion  

It is very important that for sending their expatriates to the host country must be aware of situations in an overseas. Managing with an overseas nation both administrative and national require well-organized homework. A very well equipped cross cultural training will help the organizations to be ready for, with the fluctuations in the functioning policies, principles and ethics they are predicted towards the future. There is a degree of variance expatriate may see while moving to a host country. An organisation may face losses due to unorganised cross cultural training and that is the matter of great concern. For preparing the expatriates for an overseas mission is equally advantageous for the companies and for international managers.     In cross cultural training it is very important that which type of training program organisation using. A good organised inter-cultural teaching program might help in uncertain circumstances; from this activity industry can get the best possible output from the international managers by taking care of the employee confidence and inspiration. Now from the above arguments we can say that inter-cultural training is the main factor for success in international human resource management.

References:  

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