Www.bournemouth.ac.uk Developing People Internationally Approaches and Materials Mark Ridolfo Senior...

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Developing People Internationally

Approaches and Materials

Mark RidolfoSenior Lecturer in Cross-Cultural Management

The Business SchoolBournemouth University, UK


A little background . . .

• Degree in French and German (Aston)• Licence in English with French and German (Orléans)• Diploma in Management Studies (Bournemouth)• Lived in France for 3 years (fluent French speaker)• Lived in Germany for 6 months (rusty (!) German speaker)

• Lived in Italy for 1 month• Have taught in China (Shanghai) for 8 years• Some knowledge of Italian, Spanish, Japanese & Chinese• Have travelled extensively in Europe and Australasia• Responsible for international affairs in Business School


The Institutional Vision

“We are committed to fostering a global outlook. To facilitate this, we will encourage internationally significant research; the recruitment of students and staff with experience of a wide range of countries and cultures; the development of opportunities for international engagement for all students and staff; the delivery of a curriculum which prepares for global employability; the establishment of strategically significant international partnerships and active engagement”.

Bournemouth University Corporate Strategy (June 2006)


Agenda

Globally employable graduates?

Cross-Cultural Capability at BU

Assessment – YOU choose the case study!

Q & A / Discussion


Employability in the 21st century

"Final-year students should be aware that nearly half of [graduate] recruiters expect to face difficulties in fulfilling recruitment objectives - with the largest factor being a lack of applicants with the right skills.

Employers are … looking for graduates who can demonstrate softer skills, such as team working, cultural awareness, leadership and communication skills, as well as academic achievement”.

Chief executive of the AGR, Carl Gilleard(Ford, The Guardian - 07.02.07)


Cross-Cultural Capability at BU

8 modules across 9 programmes Modules delivered from Level C to M Emphasis on cultural and linguistic

sensitivity / fluency Culture-specific and culture-general

approaches used Ethnocentrism and stereotyping

highlighted throughout Focus on role and evolution of English

as a lingua franca Embedding of

interpersonal/transferable skills Relevance to personal development

and lifelong learning.


Awareness of one’s own culture

The ability toanticipate differences

Awareness of one’s own language

International behaviours

International attributes

Foreignlanguage skills

The International Jigsaw


What makes an effective international manager = what we aim to develop and assess

Adaptability and flexibility Cultural sensitivity Curiosity Excellent communication skills Language ability - English and foreign languages Empathy and respect for others Recognition of knowledge and educational gaps Ability to lead, yet delegate Tact and diplomacy Experience of having lived and worked abroad


A daptability and flexibility C ultural sensitivity C uriosity E xcellent communication skills L anguage ability - English and foreign languages E mpathy and respect for others R ecognition of knowledge and educational gaps A bility to lead, yet delegate T act and diplomacy E xperience of having lived and worked abroad

Conceived by Ridolfo, M (2003)

What makes an effective international manager = what we aim to develop and assess


Cross-Cultural Capability at BU: Indicative Learning Outcomes

Subject to level of study and number of credits, students will:

develop and practise intrapersonal and interpersonal behaviours, which are known to be pre-requisites for operating successfully internationally;

develop a critical appreciation of, and the ability to apply, argument and persuasion for advanced multicultural business interactions;

develop awareness of the advantages and limitations of the use of International English;

develop understanding of cross-cultural theory and its application to a range of international business scenarios;

acquire a critical understanding of the impact of cultural and national differences on business protocol, organisational behaviour and management culture.


Cross-Cultural Capability at BU: Indicative Contents

Functions of language Non-verbal

communication Style, register and

idiom Channels of

communication Effective

communication and plain English

Techniques of persuasion

The future of English

The international business context

The effective international manager

Cultural norms and differences

Cross-cultural theory National identity, perception

and stereotyping National and international

management cultures and styles

Negotiation and managing conflict


Cross-Cultural Capability at BU: Learning Philosophy

Professional / ‘real life’ focus - balancing theory and practice

Range of delivery methods, including E-Learning / Assessment

Active and interactive learning environment – role play, simulations etc

Emphasis on critical reflection, through, for example, self and peer assessment

Some ‘engineering’ of assignment groups / pairs


Cross-Cultural Capability at BU: Example assignments

Group presentation: students play the role of business consultants / trainers, advising a UK audience on how to enter, and conduct everyday business interactions in, a specific foreign market;

Online group negotiation: students negotiate ‘virtually’ with representatives from an (initially undisclosed) ‘Eastern’ culture, thus requiring them to adapt their persuasion skills and cultural expectations;

Face-to-face negotiation: a pair of students must explore and seek to resolve a complex cross-cultural business conflict, by using appropriate communicative and suasive techniques.


. . . abroad . . . and at home

"The manager who knows only his or her own country is doomed to become obsolete. Most organizations can no longer afford to employ culturally myopic managers."

Harris, P., Moran, T. & Moran, S., 2004.

Managing Cultural Differences:Global Leadership Strategies for the 21st Century. (6th

Edition)Elsevier Butterworth-Heinemann

Managing International teams . . .


Developing People Internationally

Approaches and Materials

Mark RidolfoSenior Lecturer in Cross-Cultural Management

The Business School, Bournemouth University, UK0044 (0)1202 965525

[email protected]

Thank you for your interest

Any Questions?

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