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Monikulttuurinen organisaatio

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Monikulttuurinen työyhteisö – oikealla johtamisella avain menestymiseen

21.9.2016

Riku Laanti

RLC International Management Oy

What types of teams are the most successful: homogeneous teams or diverse

teams with representatives from several different cultures?

© 2001, 2004 Richard D Lewis

Homogeneous vs. Diverse Teams

Based on

1. Creating value with diverse teams in global management, J.J. DiStefano; M.L.Maznevski,

Organizational Dynamics, Vol. 29, No 1

2. Dr C. Kovach’s research, UCLA

Cross-Cultural Management & Communicationsmore important than ever? - Key Trends

• The growing economic and political importance of emerging markets

– BRIC (S)

– N-11

• The rapid growth in internationalisation of services

• The Finnish domestic market internationalising rapidly

What Is Culture?

“If something works in one culture, there is little chance that it will work in another.

Even with experienced international companies, many well intended ‘universal’ applications of management theory have turned out badly.”

Fons Trompenaars

Different Cultures –Different Communication Styles? (videos)

Language

"If I'm selling to you, I speak your language.

If I'm buying, dann mussen SieDeutsch sprechen"

Willy Brandt, former German Chancellor

Language

• Spoken

– Verbal cues

– Language structures perception of world

• Unspoken

– Body language

– Personal space

“Many professionals err in assuming it is enough to speak a common tongue when speaking with people from other cultures. In fact, spoken language is only 30% of communication”

Denis LeClerc, professor of cross-cultural communication at Thunderbird School of Global Management in Arizona, USA

Source: BBC: Culture shock: How to speak business anywhere, by Karina Martinez-Carter, 7 October 2014

What is Culture?

“People in different cultures share basic concepts but view them from different angles and perspectives, leading them to behave in a manner which we may consider irrational or even in direct contradiction of what we hold sacred.”

Richard Lewis

Hofstede, G. (1991). Cultures and organizations: Software of the mind. London: McGraw Hill.

Human Nature

Personality

Culture

Specific to

Individuals

Specific to

Group or

Category

Universal

Inherited &

Learned

Learned

Inherited

What is Culture?

Hofstede, G. (1991). Cultures and organizations: Software of the mind. London: McGraw Hill.

Symbols

Heroes

Rituals

Values

Practices

Culture ’Onion’ – Layered Model

Grrrr!

”Ninety per cent of CEOs believe that if cross-border communication were to improve, profit, revenue and market share would all improve as well.

Yet many are not doing enough to address the challenge”

Competing across borders, The Economist Intelligence Unit, 2013

The Lewis Model

(Richard Lewis / Richard Lewis Communications)

The following material (the slides on blue background) is licensed material provided

by Richard Lewis Communications Ltd, UK.

The material is strictly for the use of the MOK Train-theTrainer workshop

participants and cannot be replicated or used for any commercial purpose.


Fundamentals of Communication


Getting to the point


Areas of

Cross Cultural Misunderstanding

1. Values

– core beliefs

– national characteristics

– attitudes and world view

2. Communication patterns

– speech styles

– listening habits

3. Concept of time

4. Concept of space

© 2001 Richard D Lewis


Bus Queue


Cultural Categories

LINEAR-ACTIVE MULTI-ACTIVE REACTIVE


Cultural Category Population

Statistics (2012)

Total: 7 billion


Managing Cross-Cultural Teams –

Which ones are more successful:

homogenous or diverse multicultural

teams?


Homogeneous vs. Diverse Teams

Based on

1. Creating value with diverse teams in global management, J.J. DiStefano; M.L.Maznevski,

Organizational Dynamics, Vol. 29, No 1

2. Dr C. Kovach’s research, UCLA


Linear-active team


Multi-active team


Reactive team


Multi-cultural team

Thank you

[email protected]: +358-(0)41-544 4544

www.rlcim.com

mailto:[email protected]

RLC International Management

RLC International Management Oy• Established by Riku Laanti in 2002

• Research, Learning and Consulting services on Cross-Cultural Management, International Business and International Strategy.

• Key partners include – Richard Lewis Communications Ltd

• RLC International Management has provided consulting services to governmental organisations and multinational companies in various industries, such as chemicals, education and research, energy and environment, entertainment and media, food, ICT, life sciences, machinery/manufacturing, mining, pulp and paper, retail, services and sports.

Riku Laanti• Managing Director, Consultant, Trainer – RLC

International Management Oy• Senior manager positions in Finland and

internationally since 1992• Lived in Australia for 10 years, managing his own

consulting company and being an official partner of Finpro in Australia and New Zealand.

• Also active in academia. Research and teaching activities focus on Cross-Cultural Management, and International Business and Strategy.

• PhD in International Business and Strategy (Adelaide), MSc in International Business (Aalto University) and MBA in Finance (Aalto University)

• Riku’s consulting and academic projects have taken him around Europe, North America, Asia and Australasia.

• He has worked with people from more than 50 countries.

Testimonials: Riku Laanti‘Riku Laanti is an excellent cross-cultural trainer, who is able to approach the topic from a solid academic grounding, personal experience, and also relate it to business because of his background in senior corporate roles. He strikes a good balance between practice and theory and is a calm and measured facilitator who makes the participants reflect. Apart from the serious messages, he also has a good sense of humour which breaks the ice and makes the training fun…’

Michael Gates, Vice Chairman, Richard Lewis Communications

“Riku Laanti has worked as Finpro partner consultant since 2005. Riku has brought a new, very important viewpoint to the Internationalisation of the Finnish companies. Understanding cross-cultural differences is more and more relevant in succeeding in international environment.Riku has worked in Finpro´s projects as a trainer of cross-cultural management and communication. The feedback from customers and Finpro´s own personnel has been excellent. Riku is very credible in the topic, as he has lived and worked over ten years abroad. He brings in the practical business issues from multiple angles, and gets the participating companies to think of their own business. He uses very fluently Richard Lewis´s widely recognized CultureActive –model. Riku is an excellent trainer and gets the attention of the audience easily. “

Pekka Riippi, Leading Consultant & Maarit Ahola, Senior Consultant, Finpro ry.

“During three years, from 2010 to 2013, I had the great pleasure of working with Riku. Riku is an extremely competent and reliable person to collaborate with.Together we put up the Team Finland Network in Australia, recruited high-level Team Finland Ambassadors to Sydney, Melbourne and Perth and contributed to the enlarged activities of the Finland-Australia Chamber of Commerce.Riku's not just about a good promise. The phenomenal factor about him isthe excellent, almost exceptional delivery. That's a rare quality.”

Juha Parikka, Minister-Counsellor, Deputy Head of Mission Embassy of Finland to Australia and New Zealand

RLC International Management – ServicesResearch – Learning - Consulting

• Learning

– Cross-Cultural Management & Communications Workshops

– Lectures on Cross-Cultural Management topics

• Consulting

– Cross-Cultural Management Audits

– Cross-Cultural Management Consulting

• Research

– Applied research services to organisations on Cross-Cultural Management topics

Cross-Cultural Management and Communications Workshops

• An ‘eye-opener’ workshop addressing cross-cultural issues in management– Why these issues are relevant. Why companies win/lose

contracts and make profits/losses based on how well they are able to address cross-cultural issues

– The emphasis of the workshop is on providing background information, introducing theories and concepts, and providing business cases and examples

– Participants are invited to contribute by sharing their own cross-cultural experiences

Cross-Cultural Management and Communications Workshop (General)(0.5 – 1 day workshops)

• Course content includes:– Culture more generally

• Models about cultural classification

• Values and core beliefs – Human mental programming

• Cultural black holes

• Concept of space

• Concept of time

• Self image

• Concept of trust in different cultures

– Culture: communication• Communication patterns

• Body language and non-verbal communication

• Listening habits

• Audience expectations at presentations

– Culture: interaction• Concept of status

• Gender issues

• Leadership style

• Language of Management

• Motivation factors

• General behavior at meetings

• Negotiation characteristics

• Contracts and commitments

• Manners and taboos

• How to emphasize with different cultures

Cross-Cultural Management and Communications Workshop (General) cont’d

Cross-Cultural Management andCommunications Workshop (General)

cont’d

• Each participant will be asked to prepare their own cross-cultural profile (CultureActive). This can be compared with the profiles of their own culture and other cultures, and their own team members

• For whom: CEOs/Managing Directors; other top management; all managers and team members of cross-cultural teams; human resources staff; marketing, communications, sales, service and all other staff who are engaged with customers and other stakeholders from other cultures; international negotiators; product development teams; international project team members; expatriate workers.

• Training can be organised in Finnish or English (some of the material only in English)

Benefits for a Client

• Increases the awareness of potential Cross-Cultural Management and Communications issues that may have an impact on the performance of the organisation

• Introduces a framework (The Lewis Model) to better understand and respect Cross-Cultural Management and Communications issues.– How to foresee and calculate how people from other

cultures will react to our plans for them and how others will approach us?

• Provides means and tools to manage cross-cultural issues (e.g. training material and concepts; examples; action points; CultureActive)

• As a result, improves performance of the organisation

Cross-Cultural Management andCommunications Workshops(Functional) (0.5 – 1 day workshops)

• Cross-Cultural Management / Leadership

• Working in a Cross-Cultural Team

• Cross-Cultural Communications / Marketing

• Cross-Cultural Negotiations

• Cross-Cultural Sales

• Cross-Cultural Project Management

• Cross-Cultural Management in Sports

• (Cross-Cultural Product Development)

Cross-Cultural Management and Communications Workshops(Country specific) (0.5 – 1 day workshops)

• General or functional workshops focused on one country or a region

• For whom: Country-specific workshops are provided especially for organisations that are preparing a business trip, negotiations, project sales, and/or merger/acquisition in a particular country and/or that have operations in a country and have faced cross-cultural issues

Working with FinnsTraining / Workshop

• Provides information about the role of culture in management, communications and negotiations, focusing on specific characteristics of Finnish culture

• Provides means and tools on how to work with Finns

• For whom: overseas staff of Finnish multinational companies and organisations, international employees working in Finland

• Training will be tailored based on the home countries/cultures of the participants

• Training language: English

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