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Failing to provide required training
Incurring employee injury during a training activity
Incurring injuries to employees or others outside the
training session
Incurring breach of confidentiality or defamation
Reproducing and using copyrighted material in
training classes without permission
Excluding women, minorities, and older from
training programs

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P   P 
   
  
ëot ensuring equal treatment while in training
Requiring employees to attend training programs
they find offensive
Revealing discriminatory information during a
training session
ëot accommodating trainees with disabilities
Incorrectly reporting training as an expense or
failing to report training reimbursement as income

|  #
÷ 
÷      
 

   involves educating
÷ 
employees and their families who are to be sent to a
foreign country (i.e., j ja

o successfully conduct business in the global


market place, employees must understand the
business practices and the cultural norms of different
countries

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P    ! " ÷  

      Employee whose


V 
country of origin is where the company has its
headquarters (i.e., j ja
^      Employee from the host
^
country
      Employee who has a
 
country of origin different from both the parent
country and host country where he or she works

|  %
^  # $÷   % 
Vower Distance
Uncertainty Avoidance
Individualism ± Collectivism
Masculinity ± Femininity
Long-term ± Short-term ime
Orientation

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|. Competent in their area of expertise
2. Able to communicate verbally and nonverbally
in the host country
3. Flexible, tolerant of ambiguity, and sensitive to
cultural differences
4. Motivated to succeed, able to enjoy the
challenge of working in other countries, and
willing to learn about the host country¶s
culture, language, and customs
5. Supported by their families
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Foreign assignments involve three phases:
Vre-departure Vhase
On-Site Vhase
Repatriation Vhase

raining is necessary in all three phases

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#   
Employees need to receive language training and
an orientation in the new country¶s culture and
customs
he family should be included in the orientation
Expatriates and their families need information about
housing, schools, recreation, shopping, and health care
facilities in the area where they will live
Experiential training methods are most effective in
assignments that require significant interpersonal
interaction with host nationals
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Ñ 
Ñ
raining involves continued orientation to the
host country and its customs and cultures through
formal programs or through a mentoring
relationship
Expatriates and their families may be paired with a
mentor from the host country who helps them
understand the new, unfamiliar work environment and
community

|  |

  
Vrepares expatriates for return to the parent company and
country from the foreign assignment

Expatriates and their families are likely to experience high


levels of stress and anxiety when they return because of the
changes that have occurred since their departure

Many expatriates decide to leave the company because the


assignment they are given upon return has less responsibility,
challenges, and status than the foreign assignment

Employees should be encouraged to self-manage the


repatriation process
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à       involves creating an environment that
allows all employees to contribute to organizational goals and
experience personal growth

his includes:
Access to jobs
Fair and positive treatment of all employees

Managing diversity requires the company to develop employees so


that they are comfortable working with others from a wide variety
of ethnic, racial, and religious backgrounds

Managing diversity may require changing the company culture


|  |%
P   #    

o eliminate values, stereotypes, and managerial


practices that inhibit employees¶ personal
development

o allow employees to contribute to


organizational goals regardless of their race, age,
physical condition, sexual orientation, gender,
family status, religious orientation, or cultural
background

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Employees understand how their values and stereotypes
influence their behavior toward others of different
gender, ethnic, racial, or religious backgrounds
Employees gain an appreciation of cultural differences
among themselves
Behaviors that isolate or intimidate minority group
members improve

     
           

 

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ñ       - training designed to change
employee attitudes about diversity and/or
developing skills needed to work with a diverse
work force

Diversity training programs differ according to


whether     or      is
emphasized

|  
%  P    *
3  3     ÷  V  
Focus on increasing employees¶ awareness of
differences in cultural and ethnic backgrounds,
physical characteristics, and personal characteristics
that influence behavior toward others
he assumption is that by increasing their awareness
of stereotypes and beliefs, employees will be able to
avoid negative stereotypes

|  "
%  P   * *
-   -  V  
Focus on changing the organizational policies and
individual behaviors that inhibit employees¶ personal
growth and productivity
One approach is to identify incidents that discourage
employees from working up to their potential
Another approach is to teach managers and employees
basic rules of behavior in the workplace
÷     is also used

|  #
÷       %  
  
op management provides resources, personally
intervenes, and publicly advocates diversity
he program is structured
Capitalizing on a diverse work force is defined as a
business objective
Capitalizing on a diverse work force is seen necessary to
generate revenue and profits
Manager involvement is mandatory
he program is seen as a culture change, not a one-shot
program
Behaviors and skills needed to successfully interact with
others are taught
Managers are rewarded on progress toward meeting
diversity goals |  $
P  
 #   + # 
 ÷ 
he company¶s internal environment results in
pressures which influence training practices:
he need to train managerial talent
raining and development opportunities for all
employees (regardless of their personal characteristicsa
Use of the company¶s compensation system to
motivate employees to learn

|  %
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raining is increasingly linked to employees¶
compensation
skill-based pay systems
knowledge-based pay systems
Employees¶ pay is based primarily on the
knowledge and skills they possess rather than the
knowledge or skills necessary to perform the
current job

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