We bring to you experienced instructors with extensive practical business and industry consulting expertise as well as university-level teaching experience. Many have worked for companies, such as McKinsey & Company, Hill & Knowlton, Andersen Consulting, as well as for major energy and high-tech companies and universities. In addition, many are published authors.

We work with you to design client-centered, customized workshops, coaching, and consulting services tailored to your specific needs. We interview clients and also survey participants when appropriate to determine exactly what content to emphasize and what specific needs to address. We see our clients as partners and want to ensure that all of our instruction, coaching, and consulting is targeted, practical, and of value to your organization.

And to assess the impact on your organization, we follow-up with you after the consulting, coaching, and training to measure your satisfaction and to determine the impact on your organization and the individuals coached or assisted. We measure our success by the results we achieve and by the number of our clients who come back to us.

.Reference resource: Click Here.

Cross-cultural training has become a vital part of the expatriate relocation process. Businesses are realising the need to equip their employees with the cultural know-how to ensure a smooth transition process as well as maximising their effectiveness when in the new host country. With cross-cultural training, work is not negatively impacted and companies avoid costly mistakes.

1. Globalization has increased the importance of cross-cultural training due to the realization of the importance of cultural differences. Contrary to some popular belief, we are not all becoming the same: in fact, we are experiencing our differences more acutely than ever before.
2. The most successful businesses now and in the future will be those that maximize their most valuable resource – their staff. By offering staff cross-cultural training a business minimises stress, frustration, failed assignments, poor retention rates and low morale that can result when people take on overseas assignments without proper training.
3. Poorly prepared staff has a certain impact on the bottom line. A failed 3 year overseas assignment can cost a company upwards of £1 million. This does not even account for loss of business, impact on reputation and poorly managed work.
4. Important skills training such as man-management, client relationships, etc cannot be addressed properly through informal chat sessions between colleagues. In order to develop global skills one needs training administered by professionals with culture-specific expertise, trained to counsel individuals through difficult processes of adjustment.
5. Businesses need cross-cultural training because their competition is providing it to their people. Choosing between working with people who know how things are done “over there,” and novices with incorrect assumptions, which company will get the deal?

Discuss issues like how much free time is normal in a relationship. Discuss your finances and whether both of you are going to work. How will you raise children? Where are you going to live and will there be the enough job opportunities for whoever is going to work. Communication is the secret to avoiding unnecessary conflict and to resolving conflict should it arise. Some cultures are more adept at direct communication than others. Nevertheless without some degree of commitment to discussing issues being made, your chances of a successful relationship become less and less.

On a broader perspective, cultural diversity can be manage through communicating (creating awareness among all employees about diverse values of peers through communication), cultivating ( facilitating acknowledgement, support and encouragement of any employee’ success by all other workers), and capitalizing (linking diversity to every business process and strategy such as succession planning, reengineering, employee development, performance management and review, and reward systems) strategies ( Cascio, 1995).

There are many different innovative ways that organizations have adopted to manage diversity. For instance Tabra Incorporation, a small manufacturer of jewellery and accessories in California comprised of modest workforce is composition of Third World immigrants from Cambodia, China, El Salvador, Ethiopia, India, Laos, Mexico, Thailand, Tibet Vietnam and other nations. To acknowledge importance of their cultural association, at least 10-12 different flags are always hanged from the ceiling of its main production facility which represents the countries of origin of the employees. The owner’s view point is ‘I would like for this to be a little United Nations everybody getting along and appreciating each other’s culture instead of just tolerating it’. (Bhatia & Chaudary, 2003)

If cultural diversity can be managed effectively, there is a potential to use diverse workforce for organizational benefits. Cox and Balke (1991) asserts that multi-culturism is directly linked to organizational success as

Effectively managed multi culture companies have cost effective competitive edge

It helps in promoting minority friendly reputation among prospective employees

Diverse cultural corporations help to get better customers which has a variety of people

Diverse group of employees are perceived to be more creative and efficient in problem solving as compared to homogenous group

Ability to manage cultural diversity increases adaptability and flexibility of an organization to environmental changes.

Many organizational examples can be taken in this regard. In Australia, for instance, Hotel Nikko in Sydney has unique edge that staff members in direct guest contact areas speak a total of 34 different languages. Similarly Qantas Flight Catering has sixty-six nationalities on staff, with various overseas-born chefs. So dedicated diverse ‘ethnic’ kitchens gave Qantas a huge competitive edge that offers food based on customer’s ethnic taste and requirements. Moreover Don’s Smallgoods through literacy, language and cultural trainings increased cross-cultural communication and increased profits while lowering costs at the same time. Similarly The Cheesecake Factory had put special effort to understand Japanese quality and packaging culture as Asian employees assist management to understand Asian tastes so that they can target exports to Asia (Nankervis et al, 2002)

Hence the discussion suggests that it is imperative to realize that cultural diversity should be taken as a tool for better organizational progress rather than a managerial problem and if effectively managed, it can be a key to gain competitive edge and success