Accueil > Formations > fiche formation

Management

Managing an international team

Formation catalogue

Code : 825074

2 jours - 14 heures

Tarif HT : 1260 €

Repas inclus

Paris

» S'inscrire à la formation
» Envoyer à un collaborateur
» Imprimer le programme
» Complément d'informations
» Télécharger le programme

The specificities of working in a multicultural context

Managing international projects, managing people that come from other parts of the world, managing in a language that might not be one's mother tongue : these are the challenges that many managers are faced with. How can one identify what makes these work situations more difficult to handle? What can one do to be more efficient in these situations? In addition, they are unique opportunities for creativity and thinking « out of the box »!

Cette formation en intra

Objectifs pédagogiques

Developing awareness of cultural differences and their impact on management practices.
Learning to anticipate and deal with misunderstandings stemming from cultural differences and stereotypes.
Developing one's intercultural management skills.

Compétences acquises

At the end of training session, you will be able to identify cultural differences in your internationnal management situations and ways to work with them as well as avoid certain intercultural misunderstandings.

Understanding the intercultural dimension of management
Defining the notions of culture and intercultural management
• Identifying what is specific in intercultural work situations
• Avoiding the risks of sterotypes
• Identifying the competencies to develop to be efficient in an intercultural environment
Identifying the impact of cultural differences
• Classifying the cultural differences to take into account in management situations
Case study : awareness of the difficulties of managing people of different national cultures through a film excerpt
Decoding and explaining cultural differences
Identifying the main factors of cultural difference
• In hierarchy: weak/strong power distance
• Relationship to groups/individuals
• In team relations: assertiveness/consensus
• In time management: monochronic/polychronic
• In information management: explicit/implicit
• In status management: achieved/ascribed
Case study : analysis of the different attitudes to management according to a manager's cultural origin
Self diagnosis : identifying one's own cultural preferences
Adapting one's management style to intercultural situations
Learning to avoid cultural misunderstandings
Case study : analysis of a filmed situation and roleplays on attitudes and techniques to take on to avoid intercultural misunderstandings
Developing one's skills in intercultural management
• Identifing the different skills and attitudes necessary to manage internationally
Identifying the communication and management rules for multicultural contexts
• Analysing a typical management situation: leading meetings
• On the basis of this example, identifying tactics and strategies necessary in intercultural management
Case study : managing cultural divergences
Personal action plan : plan related to the intercultural situations the participants are confronted with