"There's no way to escape national clichés" - eMag Interview (5)

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"There's no way to escape national clichés" - eMag Interview (5)

In our eMag series "Cultures, Communication and Clichés" we speak with external cross-cultural trainers about how they prepare their trainees for life in other cultures. This includes working on national clichés and unexpected social mistakes. And it's not always possible to avoid falling back into our own cultural patterns. Trainer Angela Kessel conveys an awareness of this fact and illustrates behavioral patterns using specific examples. Her specialty area: Japan and the topics Communication, Project Management and Hierarchical Systems.

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"A culture consists of many stories " - eMag Interview (4)

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"A culture consists of many stories " - eMag Interview (4)

In the series “Cultures, communication and stereotypes” of the eMag co-worker magazine of Infineon Technologies AG, the editors talk with intercultural trainers about how they prepare their training participants for life in other cultures. They also explore country stereotypes and faux pas. Trainer Barbara Geldermann spoke with eMag about her many years of experience with Asian cultures and explains that there is no general formula for dealing with people from other cultures. Her specialty area is East-Asian and Southeast-Asian cultures: Greater China, Japan, Korea, Vietnam, Malaysia and Singapore.

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Developing management competencies for tomorrow here and now

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Developing management competencies for tomorrow here and now

Sabine Amend, speaker at the INTERCHANGE '15, about changig demands on executives in an increasingly global and complex world.

Small, medium-sized and very large companies ask themselves: If the world changes in the next 10 years at as fast a rate or faster than in the past 20 years – what will we be facing? What competencies must managers master in order to endure in this turbulent world? The challenge for HR and managers is the complexity of the situation: A lot is going to change very quickly - but just how is virtually impossible to predict. Several factors will come together. Global and local interactions will cause surprises and critical, new conditions for organizations. How can companies react? What role will management have? Will foresightful, future-oriented action even still be possible? And if so, how?

Let's start with a snapshot of the present to find answers to these questions:

Global leadership – unlimitedly complex?

A manager from Southeast Asia with international experience is responsible for employees in several Asian countries and western Europe. She works for a German corporation. Now, for the first time, she is working in an American/multicultural environment in southern California: The German corporation purchased a company with locations in several regions of the USA. The firm's goal is to expedite the standardization of processes – while at the same time keeping the impatient, individualistic American employees motivated. Initial tensions between the expectations of the German head office and the realities in the USA are already showing. How can the manager operate optimally in this multilayered situation?

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