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Working in a different culture is advantageous for employees as it help them develop their career in international business as well as in learning new culture. The employee planning to work abroad should prepare first by choosing the country this is done by determining personal expectations and goals for overseas stay. The employee should try to match the destination with personal interests as well as professional goals (Poelzl, 2012, p.1). The destination country’s economic condition is a vital consideration. When choosing the destination country the employee should consider the local currency purchasing power against the US dollar. The employee should not only consider financial factors, but he/she should consider factors like opportunities to develop career as well as other personal goals (Poelzl, 2012, p.1).

The internet provides readily available information for the countries as the respondents to the survey suggested. When looking for different nations economies, remember that exchange rate does not necessary indicate US dollar purchasing power. Currency rate of exchange is subjected to the government policies and market demands and thus it is mainly the living cost that the employee should consider most. The better pointer of what your abroad income can purchase in your destination country is to look for accommodation cost of the destination. Inflation rate is another aspect to watch for. Living in a country with low inflation, living in nation where commodity prices increases every day is a big challenge.

Additionally, destination country political climate should also be a major concern. A number of developing nations have collapsing or unstable governments that fail to offer essential services to citizens in addition are also incapable of guarantying rule of law. Staying in an economically, politically and socially stable nation will make stay abroad easier as well as more enjoyable. 

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5.4.2.1: The lessons companies need to be more practical

The purposes of this sub-topic are twofold which includes, one to offer an outline of the face negotiation theory towards a practicable framework for attentive intercultural conflict training. There are various reasons why it is vital to employ a theory to direct intercultural training. Firstly, a better theory may assist companies with the universal design of an intercultural training programs within the organizations, thus with no theory for training concepts as well as activities may have no staying power.  Secondly, clear set goals of training may be derived from the central part suppositions of a well-studied theory. Therefore, applying a theory with some study backing, intercultural trainers within the organizations may achieve improved credibility as intercultural educators during the training arena.

Thirdly, with the help of a better theory, trainers may pace the training programs with well successions conduct which complement the understanding foundation of the theory. Fourth, the better theory may act as the spring-board for producing a group of meaningful debriefing queries. Fifth, the facilitators who are applying a sound intercultural theory as a base for training might role model some of the constructive behaviours which are specified in the theory. Finally, when applying a theory-founded framework to design as well conduct intercultural training, clear assessment results may be created plus measured. Intercultural training is perceived in this section as an interactive facilitative procedure in transforming the mindsets, affective habits as well as behaviours of the trainees in order they may converse competently across cultures. Most good intercultural training programs include some of the following goals such as to enhance  self-consciousness, reframe cognitions, control emotional responses as well as challenges, to improve behavioural abilities plus boost other consciousness in conjunction with understanding cultural differences and similarities as well (Brislin & Yoshida, 1994b, Cushner & Brislin, 1996). In general, a sound intercultural theory may serve as a beginning point in attaining some of these training goals. A theory is a coherent system of explanations as well as predictions about the connections amid concepts; a well-studied theory offers a system of justifications for why certain ascriptions, emotions plus behaviours happen in an intercultural bump into situations. It offers trainees with a group of analytic devices to identify some of the probable misuses in unfamiliar cultural settings.

The companies are also suppose to be aware of the feelings of their own cultures as well as other cultures, therefore this an important subject to the interculturalist, since much of their work is about ethnocentrism and the majority elementary facts of ethnocentrism is that things simply feel right in their own as well as other cultures (Bennett, Bennett, & Landis, 2004, p.217). To counter ethnocentrism with cultural self consciousness, it is inadequate only to be aware of the values as well as universal patterns of behaviour of their own cultures as well as others culture. It is also essential to be more sensitive to the feelings of suitability which go along with those patterns.  This is another main concern of interculturalists is to make it possible in adaptation to other cultures in the company in order to make it possible and smooth for companies to understand other cultures. Better still, consciousness or understanding of a cultural is inadequate, therefore the company has to have feelings for it, for example, an American may be conscious which Italy has cultures which is diverse in various respects from that of the U.S, hence an individual must be able to recognize behaviour as more American or more Italian (Bennett, Bennett, & Landis, 2004, p.218). The American may also be quite well-informed concerning Italian cultures, normally its aim cultures, once again the person may even be knowledgeable concerning Italian subjective cultures as well as be able to analyze cultural disparity in communiqué styles and values, yet the same person may not  have the feelings for the Italian cultures. Without these feelings for the cultures the American may be restricted in the depth of individual understanding of Italians as well as in person’s ability to adapt to the culture and the same case to the companies therefore companies need to be aware of all cultures involved pr might be involved in their businesses. However, having a deeper understanding of the embodied feelings for culture in the organization, the interculturalsts may design training which integrates physical consciousness into the employee’s attempts in the company to deal with ethnocentrism (Bennett, Bennett, & Landis, 2004, p.249). Workforce also may be in a better position of focus intercultural capabilities expansion on the ultimate objectives of cultural adaptation attaining a feeling for the other cultures. 

5.4.2.3 Interviews

Interviews can be used when approaching culture. Interviews are ways of exchanging information where the interviewer asks questions and interviewee answers. In addition in textbooks of communicative language, an interview is frequently utilized in taking note of passages as example of the knowledge gap being bridged. The form and content of the questions as well as responses to interviews incidentally provide cultural information on geographical and social participants’ identities and on their values, attitudes and assumptions (Corbett, 2003, p.118).  

Interviews are main way that the employees can carry out practical ethnographic study for instance; the employees can come in contact with the native speakers and question them on features of intended culture. What should be considered and expected is that replies they draw may not be totally straightforward, and questions together with answers will possibly need careful evaluation to show social reality of the joint production (Corbett, 2003, p.119). Employees with access to the native speakers should take an advantage and interview them on some lives’ aspects (Montgomery and Reid-Thomas, 1994, 57). Interviews may be utilized to indicate how respondents build their answers or responses and this inform more on their cultural frames indication underlying their arguments and inferences (Corbett, 2003, p.135).  

Recorded interviews may be used in alerting employees to the community oriented as well as individually oriented styles of speech (Montagomery and Reid-Thomas, 1994, p.58). Role-play may be used in sensitizing employees to manner in which assumptions govern types of questions asked during the interviews as well as how interviewees respond to questions. For instance, course instructor may set up circumstances in which individuals from various cultures are interviewing every other on their lives (Roberts, Davies and Jupp, 1992, p.134).

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