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Running head: GLOBALIZATION & TECHNOLOGY

Globalization & Technology

International School of Management, Paris

Human Resources

19.09.2019
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GLOBALIZATION & TECHNOLOGY
Component A:

Cross cultural competence

In a global business environment, corporations have recognized the importance of cross-

cultural competency plays in business development.

Cross cultural Skills/attitudes/ Research article Instrument used to

competence behaviors measure cross cultural
Human Relations
model http://hum.sagepub.com
competence
Hofstede’s 1) power distance Hofstede's model of national cultural differences and their consequences:
A triumph of faith - a failure of analysis
Brendan McSweeney
Human Relations 2002; 55; 89
https://www.trainingjou
Cultural
The online version of this article can be found at:
http://hum.sagepub.com/cgi/content/abstract/55/1/89
rnal.com/articles/feature
Published by:

Framework 2) indivisualism http://www.sagepublications.com

On behalf of:
/cross-cultural-
versus The Tavistock Institute competency-tools
collectivism
Additional services and information for Human Relations can be found at:

Email Alerts: http://hum.sagepub.com/cgi/alerts

Subscriptions: http://hum.sagepub.com/subscriptions
(Plaister,2014)
Reprints: http://www.sagepub.com/journalsReprints.nav

Permissions: http://www.sagepub.com/journalsPermissions.nav

3) masculinity
ASHA, interactive web-
versus femininity Downloaded from http://hum.sagepub.com at SAGE Publications on December 5, 2007
© 2002 The Tavistock Institute. All rights reserved. Not for commercial use or unauthorized distribution.
based tool
4) uncertainty
avoidance
(McSweeney,2002)
5) time
orientation
The Globe 1) uncertainty https://www.aperianglo
Framework avoidance bal.com/modes-of-
delivery/assessments-
(Denisi, Griffin 2) power distance surveys/
2017) (Assessments and
3) indivisualism Surveys n.d.)
versus
collectivism

4) assertiveness (Vecchi, Brennan

2011)
5) in-group
collectivism

6) gender
egalitarianism

7) future
orientation

8) performance
orientation
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9) humane
orientation

Component B:

Skills/attitudes/beh Strategies to develop cultural competence (provide links as you

aviors and their see appropriate)
definition
power distance: https://deettajones.com/becoming-culturally-competent/
inequality in society (Jones, 2018)
because of
differences in status
and authority
indivisualism versus https://www.researchgate.net/publication/301778891_Persuasion_and_
collectivism: Culture_Individualism-
integration of Collectivism_and_Susceptibility_to_Influence_Strategies
individuals into (Orji, et al. 2016)
preferred groups
masculinity versus https://www.tandfonline.com/doi/abs/10.1080/15256480903539388
femininity: (Ayoun, Palakurthi & Moreo,2010)
segregation of
emotional roles
between female and
male
uncertainty https://www.communicaid.com/cross-cultural-training/blog/cross-
avoidance: fear of cultural-attitudes-to-risk-and-uncertainty/
facing ambiguity (Maclachlan,2010)
(Yaganeh, 2009)
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Empathy!
Understanding!
To understand the perspective of others.
To understand that people are different.
To feel for others.
Respect for differences.
To support and welcome.
To treat people fairly and equitably,
inspite of their cultural differences.
Elements for Dealing
with Diversity

Tolerance! Communication!
To tolerate a fundamental cultural To avoid sensitive topics.
difference among employees. Do not behave offensively .

(Denisi, Griffin, 2017 pp.203-204)

Component C:

Virtual Reality

1. How has virtual reality impacted training and development?

More and more Virtual Reality (VR) is affecting to the process of Learning and

Development (L&D). Advances in technology have brought virtual reality into an important

place in our lives. The question arises, however, whether or not VR can be the future of

L&D.

Virtual Reality is undoubtedly beneficial in training. It creates real opportunities for

learning and development by offering exciting and immersive experience, that can produce

feeling of "being there" (Patterson,2018). Another, great strength of VR is simulation. As

Mary Gannon, Ph.D., Senior Learning Strategist at SweetRush conclude,

"People feel like they’re really there and they’re really doing it" (Carlos,2018).

Moreover, VR can reduce risks and costs for both organizations and trainers.
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On the other hand, Virtual Reality might have real draw-backs. The most obvious is

isolation from society and the real world. Furthermore, people can try a skill in the reality that

they’ve only done under VR conditions, which can cause unacceptable behavior or even

physical trauma (Johansson, 2018).

To conclude, Virtual Reality definitely will amuse and improve the way of learning.

And again, as Mary Gannon, Ph.D., Senior Learning Strategist at SweetRush state, that,

"I’ve never witnessed any other technology as effective and immersive as this. It may not be

the future of L&D, but it’s a big part of it." (Carlos,2018).

2. How has virtual reality impacted training and development for leadership/management

skills?

Over the years, disruptive innovations have revolutionized the business world. In order

for a company to strive, management and technological inventions should go hand in hand

with the time. This essay will examine some of the skills, which potential managers need, in

order to solve problems in a virtual environment.

Obviously, managers are facing a multitude of challenges to lead in a virtual world.

For solving these issues, a report by ASTD suggest that the most essential abilities are: 1)

clear vision, 2) appropriate measurement of the project, 3) focusing on the important things,

4) to know how to act in a complex workplace and of course 5) to create organizational

commitment. Solutions proposed for “co-located environment.” (Denisi, Griffin, 2017, p.

337)
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According to the ASTD study, virtual leaders run into various issues to collaborate

effectively, when workers are in different time zone. Moreover, lack of face-to-face contact

can create barriers to operate efficiently and reduce the quality of communication. In

addition, remote employees might have a feeling of isolation. (Denisi, Griffin, 2017, p.337)

Each of these issues have merit and a professional manager will need to balance all

his skills in order to address them. In any case, to quote the ASTD survey conclude:

“Leadership is leadership. Being authentic, connecting with others, promoting inclusiveness,

networking, and all of the interpersonal skills that build relationships and trust are always

important”. (Denisi, Griffin, 2017, p. 337)

Probably even more so in a virtual world, where misunderstandings are easy and trust can be

lost with a mouse click.

3. What are the most important elements to consider when designing training using virtual

reality for skill development?

In recent years, some companies have suffered from the fast-technological changes. In

order to be prepared, organizations should follow the upcoming information and considering

a VR training project for the company. There are several main practices are associated with

virtual management.

In the first place is communication. ASTD suggest, virtual leaders should learn

how to utilize multiple channels to increase the effective communication. Phone, e-mail,

video conferencing, and instant messaging are virtual channels, which should be suitable to

the content of the message. Consequently, communication must be respectful, without

interruptions and include active listening (Denisi, Griffin, 2017, p.337).

Secondly, VR reveal how it can be used to increase the employee engagement with

another important practice like team building. Following the study of ASTD, in the case
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when the workforce is geographically dispersed, leader should organize team-building

activities, involving structured job-related events and if possible social events (Denisi,

Griffin, 2017, p.337).

Finally, the essential rules also must be considered for the organizations which is

interacted with VR. Fortunately, companies and government working on the establishing

official and ethical rules for Virtual Reality. ASTD research made it clear, concluding:

“While at first glance it may seem that all the same leadership skills are needed, it may be

that leaders in a virtual environment need just a little more of everything: more knowledge of

technology, more knowledge of how to work with team dynamics, stronger communication

skills, and, of course, a little more patience.” (Denisi, Griffin, 2017, p.337).

References

Assessments & surveys. (n.d.). Cultural competence assessment tools & surveys.

Aperian Global. Retrieved from: https://www.aperianglobal.com/modes-of-

delivery/assessments-surveys/

Ayoun B., Palakurthi R., & Moreo P., (2010). Cultural Influences on Strategic Behavior of

Hotel Executives: Masculinity and Femininity. International Journal of Hospitality &

Tourism Administration, 11:1, 1-21, DOI: 10.1080/15256480903539388

Carlos J., (2018). 4 Ways Virtual Reality Training (VR) Changes L&D. eLearning Industry.

Retrieved from: https://elearningindustry.com/virtual-reality-training-vr-changes-ld-4-

ways
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DeNisi, A., & Griffin, R., (2017). Human Resources. HR4th ed. Boston, MA 02210. Cengage

Learning

Jones D., (2018). Becoming Culturally Competent: Best Practices for Leaders. DeEtta Jones,

[Web log post]. Retrieved from: https://deettajones.com/becoming-culturally-

competent/

Johansson A., (2018). 9 ethical problems with VR we still have to solve. TNW News.

Retrieved from: https://thenextweb.com/contributors/2018/04/18/9-ethical-problems-

vr-still-solve/

McSweeney B., (2002). Hofstede's model of national cultural differences and their

consequences: A triumph of faith - a failure of analysis. Human Relations. 55(1): 89–

118: 020602 Retrieved from: http://hum.sagepub.com/cgi/content/abstract/55/1/89

Maclachlan M., (2010). Cross Cultural Attitudes to Risk and Uncertainty. Communicaid a

Learnlight company, [Web log post]. Retrieved from:

https://www.communicaid.com/cross-cultural-training/blog/cross-cultural-attitudes-

to-risk-and-uncertainty/

Orji R., Reisinger M., Busch M., Dijkstra A., Stibe A., Tscheligi M. et al., (2016).

Persuasion and Culture: Individualism–Collectivism and Susceptibility to Influence

Strategies. Proceedings of the Personalization in Persuasive Technology Workshop,

Persuasive Technology, Salzburg, Austria. Retrieved from:

https://www.researchgate.net/publication/301778891_Persuasion_and_Culture_Indivi

dualism-Collectivism_and_Susceptibility_to_Influence_Strategies
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Plaister T., J., (2014). Cross cultural competency tools. Training Journal. Retrieved from:

https://www.trainingjournal.com/articles/feature/cross-cultural-competency-tools

Patterson D., (2018). Virtual Reality Meets Learning & Development. Learning light. [Web

log post]. Retrieved from: https://www.learninglight.com/virtual-reality-learning-

development/

Vecchi A., Brennan L., (2011), Quality management: a cross-cultural perspective based on

the GLOBE framework, International Journal of Operations & Production

Management, Vol. 31 Iss: 5 pp. 527 – 553. Retrieved from:

http://dx.doi.org/10.1108/01443571111126319

Yeganeh H., Dr. Su Z., & Sauers D. (2009). The Applicability of Widely Employed

Frameworks in Cross-Cultural Managment Research. Journal of Academic Research

in Economics (pp. 10-17). Retrieved from:

https://www.researchgate.net/publication/46542980_THE_APPLICABILITY_OF_WI

DELY_EMPLOYED_FRAMEWORKS_IN_CROSS-

CULTURAL_MANAGEMENT_RESEARCH
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