Some issues about Intercultural Management, after my own experience:
It has become quite common to see
multinational companies
spread all around the
globe.
Their
managers then have to
travel to the various subsidiaries, which often implies to settle for several months in a
foreign country.
This usually helps them to understand the local
way of life.
Now, a new
interesting fact that occured at the end of the
nineties was that the workers could also come from a
third country.
For
example, I remember working in
Duesseldorf (
Germany) for an
American company (I am
French).
There were lots of intercultural issues :
Hence the real
need for intercultural management.
Here's a list of
rules concerning this issue, please,
/msg mirko if you want some
specific point to be added, modified or eventually removed :
- Always have managers with the broadest possible cultural experience
- Train your workers to the local language
- Train the local workers to the home-company language (sometimes some collegues would speak French, Arabic and German... but not English)
- Make the workers discover the local food. Food is good because it gathers people.
- Switch to specific national themes in the corporate restaurant, an eventual exposition about the given theme would be a plus
But you can't:
- Melt all the co-worker in the same cultural pot...
- especially if it is not compliant with the local culture
- Randomly mix nationalities in a project, especially if its deadlines are tight
- Have a national preference and put the guy with the best negotiation skills on top of the hierarchy tree instead of just taking his technical skills into account.
I am now living in
Switzerland. This 6 million people country is amazing as it gathers 3 different cultures:
French,
German and
Italian. Most of my
co-workers
fluently speak any of these 3 languages, plus English.
Guess why it is a
good place to
work ?