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Appears in Collections:Management, Work and Organisation Journal Articles
Peer Review Status: Refereed
Title: Recognising the Value of Cross Cultural Diversity in International Management Development Programmes
Authors: Burt, George
Desai, Caroline
Harry, Wes
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Issue Date: 1997
Publisher: Emerald
Citation: Burt G, Desai C & Harry W (1997) Recognising the Value of Cross Cultural Diversity in International Management Development Programmes, Cross Cultural Management: An International Journal, 4 (3), pp. 11-18.
Abstract: There is a growing requirement for multi-cultural, transnationally competent managers in to-day's global economy. However, the impact of culture, positive and negative, on management development programmes is often recognised, but not formally addressed. The cultural diversity of students undertaking management development programmes, such as an MBA, presents great opportunities to business school educators to facilitate the development of vital cross cultural management skills. Management development programmes traditionally address interpersonal skills development. However, based on our experience presented here, providing training to develop cross cultural skills specifically will be of growing importance to students, business schools and multinational companies, as they consider the effectiveness of management development programmes. This article sets out several of the key cross cultural issues which we have identified as relevant to management development programmes in an attempt to highlight the important impact of culture on students and teaching practice. These issues include teaching methods, tutor/student and peer group feedback, working in groups and cultural approaches to learning. We believe that such cultural issues can have a dra matic effect on students experience of management development programmes. We suggest a possible framework for initiating and developing cross cultural skills so that cultural richness can be taken from the classroom into the global boardroom.
Type: Journal Article
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Rights: The publisher does not allow this work to be made publicly available in this Repository. Please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author. You can only request a copy if you wish to use this work for your own research or private study.
Affiliation: Management Work and Organisation
University of Strathclyde
University of Strathclyde

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