Cross-cultural Training Program for The Global Manager

Running Head: THE GLOBAL MANAGER 0
The global manager
Student name
12-28-2018

THE GLOBAL MANAGER 1
Contents
Introduction......................................................................................................................................2
Cross-cultural training program.......................................................................................................3
The relevance of the program......................................................................................................3
Cross-cultural training model......................................................................................................3
A suitable approach for Mary..................................................................................................5
CCT development stages.............................................................................................................5
Recommendation for SMC............................................................................................................10
Recommendations for Mary..........................................................................................................10
Conclusion.....................................................................................................................................12
References......................................................................................................................................13
Appendix 1: Training schedule......................................................................................................15

THE GLOBAL MANAGER 2
Introduction
In today’s scenario, where the companies are trading internationally, the requirement for training
employees according to cross culture has become more important. Globalization has brought
various opportunities for the company and for employees to be developed. Cultural differences
can be a cause for misunderstanding, in case an individual is working with a diversified cultural
team, or working in a global context. Nevertheless, there are various programs and tools, which
could be helpful while working in global account roles such as, cross-cultural training program.
CCT program is responsible for an individual to understand the cultural difference and respect
them, while moving towards getting things done (Dolan & Kawamura, 2015).
The cross-cultural development program will be discussed in detail in the report, for which a
real-life organization case will be taken. Seagate Marine Construction (SMC) is a maritime
engineering company, based in the United Kingdom. Mary Isaac was appointed as a senior
project manager for an international project in Kobe, Japan. She is an experienced person in the
company, who has already worked in more than two different nations, other than the United
Kingdom. However, the culture of UK and Japan are very much different, and for effective
working in foreign affairs, she will be provided with a cross-cultural training program. This
program, developed for her will be further discussed in detail in the report.

THE GLOBAL MANAGER 3
Cross-cultural training program
The relevance of the program
Before developing the program, it is important to understand the need of the program for Mary
 Acquisition to maintain an effective com and transferring of cultural difference
knowledge
 For maintaining effective communication
 For managing foreign subsidiary
 For developing leadership competence globally
 Controlling and coordination between corporate headquarters and subsidiaries (Bird &
Mendenhall, 2016)
Cross-cultural training model
The model that is suitable while development of the cross-cultural training program is “The
Mendenhall, Oddou, and Dunbar CCT training model.” This model was propounded in 1987, it
is a contingency approach to CCT.
This model includes three key elements that are methods of training, levels of training rigor and
training duration. According to these three elements, three different approaches were created to
train the employee (Mazanec, et al., 2015).