...THE EFFECTIVENESS OF CROSS-CULTURAL TRAINING FOR EXECUTIVES IN OIL & GAS COMPANIES WITHIN THE KLANG VALLEY A Master’s Project submitted in partial fulfilment Of the requirements for the degree of Master of Human Resource Management The Effectiveness of Cross-Cultural Training for Executives in Oil & Gas Companies within the Klang Valley ABSTRACT Cross-cultural interactions are rapidly increasing. Globalisation and cultural diverse communities are lending themselves to daily intercultural exchanges. With greater diversity, we require greater open-mindedness, tolerance and sensitivity. Those in direct contact with culturally different members are in greater need of such skills, and often require training to become more cross-culturally sensitive. Cross-cultural training program for individual going abroad, address such issues and prepare participants to work and live overseas. Cultural conflicts affect the efficiency of the employees’ performance at workplaces and it is believed that employees from different cultural backgrounds will have to improve their communication skills. An intercultural training programme is needed in order to prepare multicultural employees for surprises that could arise in complex cultural situations without being frustrated, stressed, and puzzled. TABLE OF CONTENTS TITLE PAGE PAGE ABSTRACT ii ABSTRAK ...
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...EFFECTIVE TRANSFORMATIONAL LEADERSHIP ACROSS CULTURES: THE ROLE OF CROSS-CULTURAL COMMUNICATION COMPETENCE Dr. Alexi Matveev College of Staten Island New York, NY, USA Dr. Elena Lvina Concordia University Montreal, Quebec, Canada Abstract New theoretical frameworks are needed to better understand effective transformational leadership in different cultural contexts. In this article we illustrate the relationship between transformational leadership and the cross-cultural communication competence frame. We show how national culture orientations and cross-cultural communication competence affect the full range leadership framework and transformational leadership dimensions. Attributes of effective leadership and the choice of communication strategies vary for different cultural contexts; however, the charismatic or value-based leadership dimension contributes the most to universally perceived effective leadership styles. We draw attention to the importance of transformational leadership research utilizing the cross-cultural communication competence construct. Introduction Transformational leaders rely heavily on their rhetorical skills in order to articulate a vision and create meaning for their followers. While the leader's message is important, the process by which it is communicated appears to be just as significant. The communication style is a critical distinguishing factor in whether the leader’s message will be remembered and endorsed. Flauto...
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...EFFECTIVE TRANSFORMATIONAL LEADERSHIP ACROSS CULTURES: THE ROLE OF CROSS-CULTURAL COMMUNICATION COMPETENCE Dr. Alexi Matveev College of Staten Island New York, NY, USA Dr. Elena Lvina Concordia University Montreal, Quebec, Canada Abstract New theoretical frameworks are needed to better understand effective transformational leadership in different cultural contexts. In this article we illustrate the relationship between transformational leadership and the cross-cultural communication competence frame. We show how national culture orientations and cross-cultural communication competence affect the full range leadership framework and transformational leadership dimensions. Attributes of effective leadership and the choice of communication strategies vary for different cultural contexts; however, the charismatic or value-based leadership dimension contributes the most to universally perceived effective leadership styles. We draw attention to the importance of transformational leadership research utilizing the cross-cultural communication competence construct. Introduction Transformational leaders rely heavily on their rhetorical skills in order to articulate a vision and create meaning for their followers. While the leader's message is important, the process by which it is communicated appears to be just as significant. The communication style is a critical distinguishing factor in whether the leader’s message will be remembered and endorsed. Flauto...
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...2013 Executive summary This paper is written to analysis the individual and team’s experience and results according to three course concepts 1) Communication; 2) Groups and Teams and 3) Leadership. It examines the theories on these three topics both form the course and outside the course combining personal experience. It has found that communication, although with many different forms. Writing skills, oral presentation and interpersonal communication are usually more valued. Organisation nowadays generally divides employees into groups and teams in order to achieve higher productivity and effectiveness. Lastly, leadership, despite the different theories relating to it, they all emphasise the importance of leadership in an organisation and it is always desirable. Table of contents Catalogue Title Page 1 Executive summary 1 Table of contents 2 Introduction 3 Body 3 Communication 3 Groups and Teams 5 Leadership 6 Conclusion 8 Appendices 9 Goals on Track 9 Team contract 9 Reference List 12 Introduction Throughout out the course of MGMT 1001, our assigned team with 7 members has conducted two simulations, during which each participant played different roles as climbers attempting to reach the summit. Both of the simulations were conducted face- to-face to in a computer lab to avoid communication problems. However during the second simulation, one issue arose. One of the teammates due to personal issue cannot show up. But having the previous...
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...Week 3 LEADERSHIP This third lecture focuses on the discussion if leadership is one of the most important factors for high performing organisations. The different (hierarchical) levels of leadership, different styles of leadership, and the effectiveness of these styles will be addressed. Furthermore, the professional background of leadership will be discussed. Burke This article focuses on the relationship between specific leader behaviours and team performance outcomes. Team leadership Functional approach: leaders main job is to do whatever is not being adequately handled for group needs. Within this approach the leader is effective to the degree that he/she ensures that all functions critical to task and team maintenance are completed. Team leadership = dynamic process of social problem solving through generic responses, categorized as (Fleischman): 1. Information search and structuring (to inform leader, used to decide upon course of action during 2.) 2. Information use in problem solving 3. Managing personnel resources 4. Managing material resources Hackman: not on leadership functions, but on identifying condition that leaders can create to facilitate team effectiveness. * teams must be real (team task, boundaries, specified authority) * have compelling direction (challenging, clear and consequential) gained from first two leadership functions above * an enabling structure (core conditions) Leaders manage personnel resources...
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...a valid and reliable instrument that was copyrighted in 1979. Educators in 23 states have used the Organizational Health Instrument as a diagnostic tool for improving leadership and organizational effectiveness. The Organizational Health Instruments (OHI) consists of 80 item statements, eight for each of the ten dimensions. All members of a work unit respond to these questions. (To provide confidentiality of responses, data are collected in a group setting using a set of standardized data collection procedures.) Individuals respond to each question based upon their perceptions. Response choices are: Strongly Agree, Agree, Undecided, Disagree, and Strongly Disagree. Based upon these collective responses, raw scores are established for each of these ten dimensions. A line graph is created for each administrative unit, which contrasts the leader's perception with the composite view held by the work unit. The raw scores are converted into percentile scores. All certified staff completes the organizational health instrument, which assesses an organization's internal workings. The ten dimensions used are as shown below: 1. Goal focus--the ability to have clarity, acceptance, and support for goals and objectives; 2. Communication adequacy--the extent of open two-way communication; 3. Power equalization--the ability to maintain a relatively equitable distribution of influence between team members and their leader; 4. Resource utilization--the...
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...BUS2023 Assignment 2: Organization Project 4 Leadership, Communications, and Teams Follow Below Link to Download Tutorial https://homeworklance.com/downloads/bus2023-assignment-2-organization-project-4-leadership-communications-and-teams/ For More Information Visit Our Website ( https://homeworklance.com/ ) Email us At: Support@homeworklance.com or lancehomework@gmail.com Assignment 2: Organization Project – 4: Leadership, Communications, and Teams Research your chosen company. Find a minimum of one library source, which will support your thesis in this assignment. Review your assigned weekly lecture and text reading. Select from this reading 3-5 key concepts, which will also support your thesis. In a two to three page paper, address the questions below. Your paper should follow APA format including a title and reference page. The two to three page paper length requirement does NOT include the title page and reference page. Refer to your classroom area titled South University Policies and Guideline: Using APA Standards in Your Coursework to ensure you are following the correct format. Describe both the formal and informal communication methods within the organization. Address whether or not the organization uses effective communication techniques. Evaluate the role culture plays in both the formal and informal methods of communication. Make recommendations for improvement for both informal and formal communications. Describe how the organization uses...
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...BUS2023 Assignment 2: Organization Project 4 Leadership, Communications, and Teams Follow Below Link to Download Tutorial https://homeworklance.com/downloads/bus2023-assignment-2-organization-project-4-leadership-communications-and-teams/ For More Information Visit Our Website ( https://homeworklance.com/ ) Email us At: Support@homeworklance.com or lancehomework@gmail.com Assignment 2: Organization Project – 4: Leadership, Communications, and Teams Research your chosen company. Find a minimum of one library source, which will support your thesis in this assignment. Review your assigned weekly lecture and text reading. Select from this reading 3-5 key concepts, which will also support your thesis. In a two to three page paper, address the questions below. Your paper should follow APA format including a title and reference page. The two to three page paper length requirement does NOT include the title page and reference page. Refer to your classroom area titled South University Policies and Guideline: Using APA Standards in Your Coursework to ensure you are following the correct format. Describe both the formal and informal communication methods within the organization. Address whether or not the organization uses effective communication techniques. Evaluate the role culture plays in both the formal and informal methods of communication. Make recommendations for improvement for both informal and formal communications. Describe how the organization uses...
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...be respectively described below. 1. Communication Communication falls under the category of Human skills. And it’s a very basic and important sub-category and also a strong pillar in the realm of managers. 2. Listening skills Listening skills also falls under the sub-category of Communication. 3. A commitment to the truth Asking questions and clarifying for the truth and showing immense interest in hearing the reality of the news that you get to listen to, from outside sources as well as from those working under your management, sound Interpersonal skills are required. (This also falls under the main category of Human Skills) 4. Empathy Empathizing here means to understand that other people may have different points of view. So, Empathy requires excellent listening skills and falls in the sub-category of Interpersonal Skills. 5. Persuasion Persuasion involves negotiating and most probably partnering with people for achieving mutual goals and benefits. Persuasion falls somewhere between having excellent Communication and Interpersonal skills. 6. Leadership Leadership, a critical management skill, is the ability to motivate a group of people towards a common goal. It revolves around influencing the employees working for you and building relationships based on trust and respect. Good Interpersonal communication and Effectiveness skills are the base of a good leader. 7. Focus Focus is the key to successful leadership; it means concentrating and focusing energies...
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...educational level, position and length of time working for the current organization had significant main effects on organizational climate; specialty, enterprise character and enterprise size also had significant main effects on organizational climate; organizational climate had significant main effects on human resources management effectiveness such as turnover intention, job satisfaction and work efficacy; organizational climate also had significant main effects on organization effectiveness like staff members’ organization commitment and collective identity. Keywords: Organizational climate, Human resources management effectiveness, Organization effectiveness 1. Introduction Research on organizational climate can be traced back to the 1930s. With the human relations movement pioneered by Hawthorne, researchers turned their attention from the “hard” physical environment to the “soft” psychological environment; thus the concept of organizational climate was born. The first researcher to initiate studies in this area was Kurt Lewin, the founder of group dynamics (1939). In his famous "leadership style" study, Lewin applied three different leadership styles, democracy, autocracy and laissez-faire, to...
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...Running head: A STUDY ON HOW IIUM STUDENTS PERCEIVE THE 1 EFFECTIVENESS A study on how IIUM students perceive the effectiveness of extracurricular activities on building soft skills. ‘Izzati Khairunnisa Binti Nordin 1117368 Imraatul Farihah Binti Bunyamin 1110182 Department on Information Technology Kulliyyah of Information and Communication Technology International Islamic University Malaysia English for Academic Writing LE4000 Section 12 Supervisor: Madam Alina Fazilah Binti Fazi A STUDY ON HOW IIUM STUDENTS PERCEIVE THE EFFECTIVENESS OF EXTRACURRICULAR ACTIVITIES ON BUILDING SOFT SKILLS 2 A study on how IIUM students perceive the effectiveness of extracurricular activities on building soft skills. Being students, it is a must for them to take the advantage of all opportunities and experience a university life. Extracurricular activities are the platform for students to gain and sharpen university life. The research is designed to investigate effectiveness of extracurricular activities in building soft skills among IIUM undergraduates. Online questionnaires were used to collect data from 30 respondents who were randomly selected. This questionnaire was distributed to determine the frequency of students participates in extracurricular activities and to know ranking of soft skills acquired. The preliminary results show that about 26 respondents participated in extracurricular activities and all of respondents know the importance of soft...
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...Management (SM 517) has proven to be a class and part of an overall educational experience filled with challenges and accomplishments. It’s invited students to explore the concepts of management and leadership including questioning and dissecting the similarities, differences, and the many attempts of both displayed in the public eye. As a group of graduate students in SM 517, we have considered the good with the bad ranging from the well trained, self-sacrificing leader to the selfish, untrustworthy, and undertrained manager. We began with understanding the Applied Behavioral Science Approach in overall management and concluded with Synthesizing Management Theories. In all, SM 517 has provided an extensive educational approach to understanding management and overall leadership as a student (Hersey, Blanchard, & Johnson, 2008). The approach to gaining and expanding on knowledge in this area was to use resources such as Hersey, Blanchard, and Johnson’s (2008) text “Management of Organizational Behavior”. As a group of graduate students and aspiring leaders being led by Professor Malcom Beckett, we also used added resources that included current event articles, lectures, class discussions, and case studies to guide us in examining different forms of management and leadership styles and concepts. Most importantly, our approach allowed the students of SM 517 to look at ourselves and begin to determine the type of leaders and managers we currently are, as well as the ones we...
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...assessment of the leadership styles and skills of the manager of scotia bank Morant Bay. In this assessment my aim is: To assess critically the effectiveness of the leadership style and skills demonstrated by the manager of the scotia bank Morant Bay branch. In order to achieve this aim I’ve set up a group of objectives which are: To determine the leadership style utilized by the manager. To determine the leadership skills possessed by the manager. To analyse the effectiveness of the managers leadership style and skills. Literature review McHugh (2002) in his book, Understanding business, listed three types of leadership styles namely autocratic, democratic and laissez-faire. An autocratic leader is defined by McHugh as one who makes decisions without consulting others. A participative/democratic leader is one who consults with his subordinates and discuss with them before making decision. A laissez-faire leader will give free reign to his workers. A laissez-faire is sometimes deemed lazy and inactive in a business but this is not so, they set a standard which employees are expected to adhere, McHugh explains this by saying “Managers setting objectives and employees being relatively free to do whatever it take to accomplish those objectives” In a similar study conducted by Griffin (2002) he discovers a new leadership style which he described as transformational and defined as “Leadership which goes beyond...
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...Alan Mulally, CEO, Ford Motor Company Dr. Lu Leadership and Organizational behavior- BUS520 November 7, 2011 Alan Mulally, CEO, Ford Motor Company Discuss the role of leadership and how it can impact organizational performance In order for any company to succeed, there needs to be an effective leader to lead the organization in the right direction. The leader must be someone who not only knows about the company and where it needs to go but also how to take its resources (its employees, its equipment) and put it together to come up with a winning formula. The role of leadership is very important and the goals that a company wants to meet will not be attainable without an effective leader. A leader needs to be able to motivate and influence its employees. This is especially true in today’s down economy and highly competitive environment. The organization must look upon its employees to assess the playing field, formulate strategies, and unite organizational managers to work towards the common goals of staying in business, making a profit, and continuously improve market share. In essence, the primary role of a leader in an organization is to draw the road map for the organization to execute – often, this may involve some changes to the way it ran its business in the past. Therefore, the leader is the critical actor in drama of organization change to achieve the goals (Schneider, 1994). To initiate change, an effective leader, manager, director will need...
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...Organizational Change: Motivation, Communication, and Leadership Effectiveness Ann Gilley, Jerry W. Gilley and Heather S. McMillan rganizational leadership behaviors have a Research indicates that numerous variables have an impact on a leader’s direct influence on actions in the work eneffectiveness. This study explores the vironment that enable change (Drucker, behaviors associated with leadership 1999; Gilley, 2005; Howkins, 2001). Leaders may funceffectiveness in driving change. The tion as change agents—those individuals responsible findings confirm previous research that identifies change effectiveness skills, for change strategy and implementation (Kanter, Stein, while isolating the specific leader be& Jick, 1992)—by creating a vision, identifying the need haviors deemed most valuable to imfor change, and implementing the change itself. plementing change: motivation and Organizations remain competitive when they supcommunication. port and implement continuous and transformational change (Cohen, 1999). As a result, organizational change has been the subject of much research. Many have sought to explain the fundamentals of change, how to manage change, and why change is so difficult to achieve. In spite of numerous theories, models, and multistep approaches, organizational leaders lack a clear understanding of, or ability to engage, the steps necessary to implement change successfully (Armenakis & Harris, 2002). Research suggests that the problem is limited understanding of change...
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