Berninghausen / Hecht-El Minshawi Intercultural Competence Managing Cultural Diversity

Training Handbook 5th Edition
1. Auflage 2011
ISBN: 978-3-939928-58-4
Verlag: Kellner Verlag
Format: PDF
Kopierschutz: 0 - No protection

E-Book, Englisch, Band 7, 283 Seiten

Reihe: Interkulturelle Studien

What is culture? What is management? What is intercultural management and how does one acquire diversity competence? In the last ten years, the number of the people participating in the global economy has increased rapidly from one million to about five million. They do business; they trade; they travel locally, regionally and internationally and they have to cooperate and get on with each other. Economic processes are driven by people of differing cultural identities, with diverse talents and competencies and with individual desires and interests. These people have to communicate and cooperate with others on the other side of cultural boundaries. It is an encouragement as well as a changing stimulus of the individual´s own cultural character and a challenge for all who want to be successful in their international relationships. This is not easy to accomplish without cultural competence.

Autoren/Hrsg.

Berninghausen, Jutta

Hecht-El Minshawi, Béatrice

Inhaltsverzeichnis

1;Cover;1
2;Internal titel;2
3;Copyright;3
4;Note from the Authors;4
5;Contents;6
6;Prologue;7
7;Welcome I;8
8;Welcome II;9
9;Introduction to the Manual;10
9.1;1. The Philosophy;10
9.2;2. Training Material;13
10;Culture an Cultural Dimensions;20
10.1;Basic Fundamentals 1;30
10.2;Basic Fundamentals 2;34
10.3;Basic Fundamentals 3 – Cultural Dimensions according to Edward T. Hall;35
10.4;Basic Fundamentals 4 – Cultural Dimensions according to Geert Hofstede;36
10.5;Basic Fundamentals 5 – Cultural Dimensions according to Fons Trompenaars;42
10.6;Basic Fundamentals 6 – Cultural Dimensions according to Fons Trompenaars;44
10.7;Worksheet 1 – The Personality Molecule;48
10.8;Worksheet 2 – Unique Cultural Characteristics;50
10.9;Worksheet 3 – Letters Back to Ancient China;51
10.10;Worksheet 4 – Self-Evaluation Case Studies;52
10.11;Worksheet 5 – Case Studies;54
10.12;Transparency 1 – Definitions of Culture;56
10.13;Transparency 2 – The Development of Personal Culture as the Basics of Behaviour;57
10.14;Transparency 3 – Similarities, Differences and Cultural Overlap;58
10.15;Transparency 4 – The Model of the Logical Levels;59
10.16;Transparency 5 – Orientation System for the Classification of Intercultural Differences;60
11;Communication and Perception;62
11.1;Basic Fundamentals 1 – Prejudices and Stereotypes;68
11.2;Basic Fundamentals 2 – How does Communication Work?;70
11.3;Intercultural Communication;71
11.4;Worksheet 1 – Who is this Woman/this Man?;73
11.5;Worksheet 2 – Role Play: Bank Loan;75
11.6;Worksheet 3 – When Yes means Yes;77
11.7;Transparency 1 – Exercise in Perception;79
11.8;Transparency – Prejudice;80
11.9;Transparency – What can be done to prevent the negative consequences of stereotypes and prejudice?;81
11.10;Transparency – Communication Process;82
11.11;Transparency – Communication more Efficiently;83
12;Diversity Competence;84
12.1;Basic Fundamentals 1 – How was the Diversity Approach developed?;89
12.2;Basic Fundamentals 2 – Diversity Approaches;90
12.3;Basic Fundamentals 3 – Cultural Diversity and Richness;91
12.4;Basic Fundamentals 4 – Diversity Management – A New Business Philosophy;93
12.5;Basic Fundamentals 5 – Diversity Competence through Emotional Intelligence;95
12.6;Transparency 1 – Diversity means Multitudinousness, Richness, Variety;100
12.7;Transparency 2 – Societal Tendencies;101
12.8;Transparency 3 – Diversity Umbrella;102
12.9;Transparency 4 – Monocultural or Multicultural?;103
12.10;Worksheet 1 – Corporate Appraisal;104
12.11;Worksheet 2 – Self-Evaluation 1;105
12.12;Case Study 1 – On the Airplane;106
12.13;Case Study 2 – "We don't have any Cultural Diversity!";107
12.14;Gender Compentece;108
12.15;Basic Fundamentals 1 – Gender;114
12.16;Transparency 1 – "Sex" and "Gender";117
12.17;Transparency 2 – Traditional Role Allocations between Women and Men;118
12.18;Transparency 3 – Gender Mainstreaming;119
12.19;Transparency 4 – Categories of Gender Analysis;120
12.20;Worksheet 1 – Thoughts about;122
12.21;Case Study 1 – No Veil for Colonel McSally;123
13;Work and Team;126
13.1;Basic Fundamentals 1;131
13.2;Transparency 1 – Definition;133
13.3;Flipchart – Template 1;134
13.4;Transparency 1 – Principles for Team-Building;135
13.5;Transparency 2 – Five Building Blocks for a Successful Team;136
13.6;Transparency 3 – Setting Up a Virtual Team;137
13.7;Transparency 4 – Cultural Characteristics;138
13.8;Transparency 5 – Characteristics;139
13.9;Transparency 6 – Motivation for Team Member A;140
13.10;Transparency 7 – Motivating;141
13.11;Transparency 8 – Motivation for Team Member B;142
13.12;Basic Fundamentals 2 – Team and Teamwork;143
13.13;Basic Fundamentals 3 – Virtual Teams;146
13.14;Case Study 1 – Virtual Teams;147
13.15;Case Study 2 – Teletherapy;148
13.16;Transparency 9 – Overcoming Barriers in Virtual Teams;149
13.17;Checklist 1 – Cause of Conflicts in Teams;150
13.18;Checklist 2 – Virtual Team-Building;151
14;Organisation and Hierarchy;152
14.1;Basic Fundamentals;156
14.2;Checklist 1 – Organisational Culture;159
14.3;Checklist 2 (Answers to Checklist 1) – Organisational Culture;160
14.4;Transparency 1 – Management Style and Company Structure;161
14.5;Transparency 2 – Matrix Management Style and Company Structure;162
14.6;Transparency 3 – Summary;163
14.7;Case Study 1 – Different Organisational Cultures;164
14.8;Case Study 2 – Christmas Cards;166
15;Globalisation and Ethics;168
15.1;Basic Fundamentals;172
15.2;Transparency 1 – Corruption;175
15.3;Transparency 2 – Bribery;176
15.4;Transparency 3 – Ethics;177
15.5;Case Study 1 – Decisions;178
15.6;Case Study 2 – Your Decision;179
15.7;Transparency 4 – Summary;180
16;Consulting and Networking;182
16.1;Basic Fundamentals I – Consulting;186
16.2;Transparency 1 – Example of a Consultation;188
16.3;Transparency 2 – Fundamentals of Consulting/Coaching;189
16.4;Checklist 1 – Goals of Consulting/Coaching;190
16.5;Checklist 2 – Quality Criterion of Consulting/Coaching;191
16.6;Checklist 3 – Phases of Consulting/Coaching;192
16.7;Case Study – Samuel Banson (a) – the Situation;194
16.8;Case Study 1 – Samuel Banson (b) – The Work Process for the Consultant;195
16.9;Case Study 2 – Ms. Ascheberger in Africa;197
16.10;Checklist 4 – What are the Steps in Systemic Consulting?;199
16.11;Checklist 5 – Consultation from the Perspective of the Person Seeking Advice;201
16.12;Checklist 6 – Quality Profile of Consulting/Coaching;202
16.13;Basic Fundamentals 2 – Networking;203
16.14;Transparency 3 – Network;205
16.15;Transparency 4 – Networking;206
16.16;Checklist 5 – Rules for Network Formation;207
16.17;Checklist 6 – Questions on Developing a Network;208
17;Basic Fundamentals 1 – Consultiong;186
17.1;Transparency 1 – Exaple of a Consultation;188
17.2;Transparency 2 – Fundamentals of Consultiing/Coaching;189
17.3;Chicklist 1 – Goals of Consulting/Coaching;189
17.4;Checklist 2 – Quality Criterion of Consulting/Coaching;191
17.5;Checklist 3 – Phases of Consulting/Coaching;192
17.6;Case Study 1 – Samuel Banson (a) – the Situation;194
17.7;Case Study 2 – Ms. Ascheberger in Africa;197
17.8;Checklist 4 – What are the Steps in Systemic Consulting?;199
17.9;Checklist 5 – Consultation from the Perspective of the Person Seeking Adcive;201
17.10;Checklist 6 – Qualtity Profile of Consulting/Coaching;202
17.11;Basic Fundamentals 2 – Networking;203
17.12;Transparency 3 – Network/Network/Networking;205
17.13;Transparency 4 – Networking;206
17.14;Checklist 5 – Rules for Network Formation;207
17.15;Checklist 6 – Qustions on Developing a Network;208
18;Negotiation and Conflict Resolution;210
18.1;Basic Fundamentals 1 – Negotiation in an Interculdtural Context;214
18.2;Basic Fundamentals 2 – Checklist for Preparation for Negotiations;215
18.3;Basic Fundamentals 3 – Mediation;216
18.4;Case Study 1 – Negotiations Sweden-Saudi Arabia;218
18.5;Case Study 2 – Negotiation USA-Brazil;219
18.6;Case Study 3 – Negotiation USA-Mexico;220
18.7;Case Study 4 – Negotiation Germany-Indonesia;221
18.8;Case Study 5 – The Contract;222
18.9;Role Play 1a – Heinz and Antonio (Scene);223
18.10;Role Play 1b – Heinz and Antonio;225
18.11;Role Play 1c – Heinz and Antonio;226
18.12;Transparency 1 – Practicing Intercultural Dexterity;227
18.13;Transparency 2 – Potential Conflicts in the Negotiation Process;228
18.14;Transparency 3 – Mediation;229
19;Marketing Fundamentals;232
19.1;Basic Information 1 – Reasons for Product Failure;236
19.2;Basic Information 2 – Overview of Marketing-Mix Instruments;240
19.3;Transparency 1 – Reasons for the Failureof Products due to their Technical- Objective Characteristics;241
19.4;Transparency 2 – Reasons for the Failure of Products dur to Their Marketing Strategy;242
19.5;Transparency 3 Instruments of the Marketing - Mix (operative marketing);243
20;Intercultural Cometence aund Culture Shock;244
20.1;Basic Fundamentals 1 – Culture Shock;250
20.2;Basic Fundamentals 2;251
20.3;Worksheet 1 – The Parable of the Blind Man and the Elephant;254
20.4;Transparency 1 – Culture Shock;255
20.5;Transparency 2 – What is Intercultural Competence?;256
20.6;Transparency 3 – Intercultural Competence = Integrative Transfer Competence;257
20.7;Transparency 4 – Beneficial Characteristics for Learning Intercultural Competence;258
20.8;Transparency 5 – Systemic Learining Phases of Intercultural Communication;259
20.9;Transparency 6 – Young Woman, Old Lady;260
20.10;Transparency 7 – Attitude towards Difficulties in Intercultural Communication;261
21;Final Mudule;262
21.1;Transparency 1 – Examples of Intercultural Differences in:;266
21.2;Transparency 2 – People who judge,/ People who discover;267
21.3;Checklist 1 – Commitment;268
21.4;Feedback;269
21.5;Bibliography;272
22;Authors;280
23;Intercultural Diversity;281
24;Cover;283