Managing across borders and cultures

Christine Khalifah Senior Consultant Christine brings unique experience and expertise in voice, body language and performance from her interdisciplinary background as both a professional actor and a communications coach to her work in leadership training. In her coaching work over the last five years, she has worked with everyone from doctors at the top medical school in Canada looking to improve their empathic communication skills in high stress environments to sales reps striving to increase the impact of their unspoken body language in the sales process and a board of directors looking to build stronger collaboration. The company brings together artists from a range of disciplines and cultures to collaboratively develop theatre pieces from conception to full production, through improvisation, creation workshops and ideation exercises.

Managing across borders and cultures

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For that reason, many manufacturers operate multiple facilities in different hubs. However, managing multiple worksites comes with its own set of challenges. You run the risk of inconsistency and miscommunication. Mismanagement over multiple sites can damage relationships with your customers and wipe out any advantage you might have enjoyed by going big.

Below are seven ways you can effectively manage operations across multiple sites. What can you do on your end to ensure lines of communication stay open?

Visit each facility as often as you can. Use it as an opportunity to give updates and to get employee feedback. Conduct regular one-on-one conference calls with each facility. If you operate more than two, host a global conference call every month.

Managing across borders and cultures

Invite employee feedback by email. An email sent to a manager within your own facility packs the same punch as one sent two states over. If picking up the phone is tiresome and many managers will argue that it is then keep the email flowing. Skype, FaceTime, Google Hangouts — you have multiple options for a video conference that keeps communications personal.

Management software allows you to track progress from anywhere. And it allows you to keep operations uniform across multiple sites.

Have your workforce track tasks and time online so you can keep better tabs. Operations processes can now be effectively managed with several readily available software solutions; these programs can help manage continuous improvement across sites, to help reap further gains to Lean and other performance improvement initiatives 3.

Give management at each facility a say as you make company-wide decisions, such as policy changes, changes in production and other important issues. Give workers the opportunity to weigh in from time to time.

Have on-site managers report to you even more regularly than they would if they were in the same building — whether by email or daily phone call.

Empower managers to make local decisions. But be sure they understand where their authority ends and when they must answer to you. Establish clear, consistent best practices, and be sure employees from every office understand them.

Do Inter-Facility Team Building Workers at each of your manufacturing facilities have the same goals, which are to be productive and see the business as a whole succeed. They can accomplish those goals best as a team.

Many facilities find it useful to do yearly team-building exercises within each facility — during which workers become better acquainted with one another and understand individual roles throughout the facility or plant. You can do this across the entire company as well, either as a yearly gathering or by having workers participate in online exercises.

Cross-Cultural Training, Training of Trainers

Similarly, conference-call-style team-building can at the very least allow employees to put a name with a face so that when they have to interact remotely, they are more comfortable doing so.

Recognize that Each Facility is Different As much as you stress uniform policy and management styles, understand that each of your manufacturing facilities has different local needs.Welcome to Managing Across Cultures, the first cross cultural consulting firm established in India in and Boston in We have been pioneers in providing coaching and training for global leaders and cross-border multicultural teams.

Our President, Dr. Zareen Karani Araoz was invited to be on President Obama's Business Delegation to India, . There are several parameters that may be perceived differently by people of different cultures: High- and low-context cultures: context is the most important cultural . The French Revolutionary and Napoleonic Wars represented continuity in European diplomacy from the eighteenth to the nineteenth century, but witnessed considerable change in the way that war was waged.

The influence of Revolutionary and Napoleonic France depended on the nature of its relationship with the other European states. Satellite states were transformed considerably, whereas allied and.

For courses in international business, international management, and general management. International Business is conducted around the globe across cultures, languages, traditions, and a range of economic, political, and technological landscapes. Executive Summary. When misunderstandings arise among members of global teams, it’s often because managers conflate attitudes toward authority and attitudes toward decision-making.

In manufacturing, location gives you an edge. For that reason, many manufacturers operate multiple facilities in different hubs.

Managing across borders and cultures

However, managing multiple worksites comes with its own set of challenges.

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