International Communications and Cultural Awareness Training

• to prepare them to deal with cross-cultural issues involved in working with other nationalities and cultures either in the UK, or abroad

• to run international teams dealing with cultural and ethnic diversity in the workforce

• to work successfully at the highest levels in international business

Four common illusions about international business communication

• Where they come from will affect how they think about procedures and outcomes

• Managers and team members come from different cultural backgrounds

• We all have different histories, religions, schooling, background and training

• Awareness of those differences you will allow you to be better able to manage a multicultural workforce

• Even corporate culture varies according to the nationality(ies) of the workforce

• Line management, seniority, respect, degrees of formality can differ between countries

• It goes much deeper than that

• Perceptions of politeness or impoliteness matter differently from culture to culture

• We help you discover the values and attitudes of different nationalities in your team and show how these are manifested in business and social behaviour

• A two-day course gives you insights and improves your communications to revolutionise your productivity

• Effective cross-cultural communication eliminates delays

• Task based qualifications matter but your people skills are just as important

• This means developing sensitivity to, and awareness of, other cultural ways of doing things

• We aim to add cross-cultural skills to your existing task-based competency

• This makes you a more fully rounded and competent international manager

Why is cross-cultural and international communications training necessary?

• Today's managers live in a multi-national, multiethnic world

• The manager of tomorrow needs to be internationally aware and culturally sensitive

• Most management teams contain people of different nationalities, who think and were trained differently from their colleagues

• As firms globalise, UK managers increasingly have to manage local people whose attitudes and working practices they are unfamiliar with

• Many have to relocate to new industrial and business centres such as Asia and Central or Eastern Europe

• In the UK they work in an environment increasingly affected by the European Union and its principal members, or by UK citizens from a variety of ethnic backgrounds