Training International Managers Designing, Deploying and Delivering Effective Training for Multi-Cultural Groups

Training across borders is complicated. The advent of large and diverse global organizations, and the opening of markets and opportunities right around the world have introduced a whole new level of challenge for management trainers. You may be trying to roll-out programmes to sites in different countries or perhaps you need to bring together managers from different cultures on one site; how do you do this most cost-effectively, and how do you design and deliver a programme that will reflect their cultural and communication styles and their learning needs? Alan Melkman and John Trotman's Training International Managers mixes a variety of cultural and learning models with anecdotes and examples from 30 years' experience of working with organizations and cultures in every continent. There's advice on cross-cultural issues; learning design, delivery and evaluation as well as the practical issues around the economics and administration of training international managers. You'll find advice to prepare you for what to expect from different groups and different cultures in the training room and how to adapt your own training styles to the groups that you are working with. Management training can be a challenge at the best of times; read Training International Managers and use the models, ideas, tools and techniques advocated by the two authors and you can be reassured that geographical distance, culture and even language need not derail your best efforts as a trainer.

Contents: List of figures; List of tables; Preface; Acknowledgements. Part I The Cultures of International Management Training: Introduction; A model of cultural diversity; Learning styles and training styles in a multicultural setting; The client perspective; The economics of training international managers. Part II Training Design, Development and Learning Processes: The SUCCESS structure for designing, deploying, delivering and evaluating the learning process; Surveying the background and the context; Understanding the training needs, real and perceived; Creating the training intervention and preparing the groundwork; Conducting the training of international managers; Evaluating the training intervention; Strengthening the learning of international managers; Sustaining international managers' new behaviours in the workplace. Part III Making the Training Sparkle: Organizing participants to learn from each other; Use of English with international managers; Seeking and using feedback from individuals and groups; Effective trainer behaviours; Implementing the training of international managers; Further Reading; Index; About the Authors.

Alan Melkman