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Mapping cultural difference in a team will lead to time saving and effectiveness

To talk about cultural differences could be a taboo. It’s taboo in Malaysia because of the inner structure of society. It can also be a taboo for many managers who sometimes believe that their leadership competences will reach across cultures. The World Institute for Action Learning congress 2018, that I attended in The Netherlands late September, gave some vivid examples of the risks of neglecting the impact of cultural background in leadership development programs. Richard Bryce is a CEO for Bayer in Alpe Adria, which is covering 8 diverse countries of Southern Europe : Slovenia, Croatia, Bosnia, Serbia, Montenegro, Kosovo, Macedonia and Albania. He held a conference during WIAL 2018 and I

What makes managers effective when working across cultures?

Are managers with a lot of international experience more effective abroad than managers with little international exposure? Does intercultural training achieve what it is supposed to achieve? Are younger members of the workforce, after a study abroad, more interculturally competent than older members? And are men just as interculturally competent as women are? The answers to these questions may very well surprise us. The book Intercultural Readiness: Four competences for working across culture is based on extensive research in international organizations with roots in Europe, North America, Australia and Asia. In a 15-year series of studies, assessments were made of 30,000 members of interna

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