How to Design a Program for the Multinational Corporation
Sylvia B. Odenwald
Bibliographic record and links to related information available from the Library of Congress catalog
Foreword
Preface
Acknowledgments
Introduction
WHAT IS GLOBAL TRAINING?
Trend to Global Enterprises
Beliefs about Global Training
The Need for a Global Training Process
New Terminology
Definition of Global Training
A Timeline of Global Training
Current Trends and Practices
Chapter One
ASSESSING GLOBAL TRAINING NEEDS
Moving from Domestic to Global
Who to Train, How Much to Train
A Sample Intercultural Relations Survey for U.S. Personnel
Corporate Survey Data
Chapter Two
ASSISTING MANAGEMENT TO THINK GLOBALLY
Executive Management Commitment
Top-Management Development
Chapter Three
CREATING A GLOBAL TRAINING STRATEGY
Align the Training Strategy with the Company Strategy
Follow a Process to Develop a Strategy
Step 1-Determine the Organization's Values
Step 2-Create a Global Training Mission
Step 3-Examine Internal and External Environments That Affect the Training
Step 4-Identify Training Goals and Objectives
Step 5-Identify Action Steps to Accomplish the Plan
Step 6-Test Strategic Goals and Objectives
Step 7-Design a System to Obtain Feedback
about the Plan's Results
Conclusions
Chapter Four
DESIGNING GUIDELINES FOR GLOBAL TRAINING
Approaches to Training Design
What Is Culture?
Language-An Expression of Culture
Culture and Nonverbal Communication
Cultural Vantage Points
Adaptation of Training to Local Conditions
The Relationship between Instruction and Learning
The Role of Culture in Learning
Applications from Cognitive Science
Knowledge Organization
Mental Models
Metacognition
Designing Instruction for Cognitive Development
Competencies for Training Designers
Design Conclusions
Chapter Five
DEVELOPING A GLOBAL TRAINING CURRICULUM
Category 1-Cultural Awareness
Category 2-Multicultural Communication
Category 3-Country-Specific Training
Category 4-Executive Development
Category 5-Language Courses
Category 6-Host-Country Workforce Training
Global Training Methods and Selection Criteria
Case Studies
The Importance of Global Training
Chapter Six
SELECTING AND TRAINING GLOBAL MANAGERS AND TRAINERS
The Selection Process
The Training Process
Chapter Seven
MANAGING A MULTINATIONAL TRAINING SYSTEM
The American Society for Training and Development
(ASTD) Task Force
Develop a Global Focus
Operate Regionally
Understand Local Government Regulations
Build Training Alliances
Determine Costs
Meeting the Global Challenge
Appendix A
TRAINING RESOURCES
Films
Country-Specific Information
Organizations
Appendix B
CASE STUDY: START-UP OF A GLOBAL TRAINING PROGRAM
Background
Phase I: Assess and Plan Strategy
Phase II: Develop Training Models
Phase III: Design or Buy Training
Phase IV: Implement in Multinational/Multicultural Environments
Appendix C
USING ACTIVE PARTICIPATION
TRAINING IN KUWAIT
Appendix D
OrgSim (Tm) --A SIMULATED
GLOBAL ORGANIZATION
The Nature of Simulation, 182
Global Organization, 183
Appendix E
THE FOUR MYTHS OF
INTERNATIONAL MANAGEMENT
Appendix F
MERCK MANUFACTURING DIVISION--CD-I PHARMACEUTICAL
MANUFACTURING WORLDWIDE
Compact Disc Interactive Overview
Why Use CD-I for International Training?
Hardware -- CD-I versus PC-Based Systems
Overview of CD-I versus DVI, 191
Notes
Bibliography
Index