无国界管理人才的培训TheTrainingofBorderlessManagers南京大学商学院SchoolofBusiness赵曙明教授ProfessorShumingZHAOToday’sAgenda•Introduction•GlobalTraining•DevelopingInternationalTeams•ACase:EmersonElectronics•Conclusion3Therearetwokindsofmanagersinthe21stcentury:oneisthemanagerwithglobalvisionandtheotheristhemanagerlaidoff.----Drucker,1998Inthefuture,weneedmanagerswithglobalvisionandcross-culturalleadership.I.IntroductionII.GlobalTraining:HowtoDesignaProgramfortheMNC•Assessingglobaltrainingneeds.•Assistingmanagementtothinkglobally.•Creatingaglobaltrainingstrategy.•Designingaguidelinesforglobaltraining.•Developingaglobaltrainingcurriculum.And•Selectingandtrainingglobalmanagersandtrainers.WhatisGlobalTraining?•GlobalTrainingmeansreachingcommonlydefinedgoalswithpeoplefromculturesotherthanone’sownwhiletreatingtheother’sculturewithdeepintegrity.•Globaltrainingfacilitatesthetransferofknowledgeorskillssoitcanbeusedappropriatelyinthereceivingenvironment.•Globaltrainingcreatesaclimateinwhichchangesinattitude,behavior,andperceptionsareachievedthroughthesharingofknowledgeandtechnologyinaculturallyappropriateway.GlobalTraining•Trainingfortheglobalorganizationmustprovideaframeworkforchangingthemindsetoftheexecutives,managers,andemployeestofocusonglobalization.•GlobalorganizationslikeIBM,GE,McDonald’s,Ford,Shell,Philips,Sony,NCR,Unilever,etc.haveshedtheirnationalidentity,arehighlyadaptivetochangesintheenvironment,andareextremelysensitivetoallglobaltrendsthataffectthefuture.Itrequiresacompletelydifferentmindsetandveryadaptablemanagersandcorporatecultures.1.AssessingGlobalTrainingneedsSomeconsiderationsforassessingglobalneedsare:•Identifyingemployeeswhoworkincross-culturalsituations•Determiningwhoistobetrainedandhow.•Identifyingtopicareasthatarecurrentlynotbeingcovered.•Startingwiththeendresultoftraining--theobjective.2.AssistingManagementtoThinkGlobally•Globalmanagersmustlearnhowtocollaboratewithpartnersworldwide,gainasmuchknowledgeaspossiblefromeachinter...
