Training Assignment | Custom Homework Help

For this assignment, imagine again that you work for the global company you chose in your first assignment. You are in charge of improving the training and development for employees who are selected for international assignments.

Develop a 3–4 page (plus the cover page and reference page) outline of pre-departure training with a thorough description and explanation of the training programs that you suggest for improving expatriate performance.

****************Your assignment must address the following:

Articulate the training needs of new expatriate employees and the components of pre-departure training that will address those needs.
Determine the areas of emphasis and the details of the training.
Describe how the training will improve the expatriate experience for the new assignment.
Provide citations and references from the textbook and a minimum of two sources found on the Strayer databases at the Strayer Library.

Your assignment must:

Be typed, double-spaced, using Times New Roman font (size 12), with 1-inch margins on all sides. Check with your professor for any additional instructions.
Include a cover page containing the title of the assignment, your name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course.

The specific course learning outcome associated with this assignment is:

Recommend training programs to improve performance throughout a multinational corporation comprised of a diverse workforce.

Culture

Amber Babineaux

Dr. Sue C. Golabek

4/25/2020

BUS 325

Overview of Modelo Company

Grupo Modelo is a Mexican beverage company that engages in production, distribution, and sale of beer. It was founded on October 25, 1925. The company has its headquarters in Mexico City. The key products sold include liquor, beer, water, wine, and soft drinks. (Taneja & Saxena, 2014). The distribution of its products is under trademarks such as Tropical Light, Victoria, Modelo Light, Pacifico, Estrella, Barrilito, Pacifico Light, Leon, Negra Modelo, and Models Especial. It also imports brands including Budweiser, Bud Light, Carlsberg, O’Doul’s, and Tsingtao. Some of the trademarks for distribution of bottled water include Gerber, Nestle Pureza Vital, Perrier, Sta. Maria and S. Pellegrino. The company has 41,149 employees.

Overview of Arratia Company

Arratia is adomestic company that produces, distributes, and sells beer, wine, and frozen alcoholic beverages. Established on May 14, 2010, Arratia’s headquarters is located inAtlanta, Ga. The company sells beer, wine, wine coolers, and various flavors of frozen alcohol drinks. The distribution of products is under the trademarks Konyagi and Arratia Especial. The company has 4000 employees and has five distribution centers across the country.

Steps to unifying the company culture

• Establish a clearly defined leadership structure to be used by the two merging companies. This step identifies a clear timeline of integration, demonstrates unity and agreement on critical issues and topics.

• Put together a transition management team. By putting together a transition team the company can merge more smoothly with the guidancefrom the supervisors.

• Conduct research to determine the cultural differences in each company with regards to the strengths and weaknesses of companies respectively
• Establishment of a council for communication to navigate the communication requirements, frequency as well as the talking points to be conveyed to the companies.
• Create a new culture by allowing both parties to be apart of creating the new tone and vision for the merging companies. This step unifies all the constituents into a new and exciting culture for the future.
• Define the mission, vision, and the collective values of the new company. This should be as inclusive as possible, and progress reports should be given at all levels.
• Have a clear cultural communication plan. The communication plan should be systematic, sequential, and tactical with a given timeline for complete integration and a proper measurement gauge.
• Benchmarking and progress measurement.

The rationale for the steps above.

The structure of leadership plays an essential role in spearheading the company’s activities and, as a result, should be clearly defined in a manner that both parties entering the merger understands.Since different companies have different cultures, research must be conducted to determine the differences and make attempts to reach a consensus to help overcome the disparities and reach an agreement. This enables common ground for cultural integration.

The communication council utilizes experience and professionalism to come up with a message architecture of why the merger is important for the company, the individuals, and what new behaviors and attitudes are needed for the success of the new company.It is crucial to come up with the new culture after the parties involved have conducted research and reached an agreement, hence the definition of the new culture(Denison et al., 1).The celebration of the new culture is a sign of togetherness and a willingness to work together.The new company’s culture is better expressed in its mission vision and values.

Communication plays a vital role in any company; hence a proper communication plan should be defined. Regular and frequent communication via the use of social media, online platforms, web-based employee forums to brand the culture of the company.To demonstrate the success and progress of the new culture, it is essential to conduct benchmarking to assess the understanding over time.

References

1. Denison, D. R., Adkins, B., &Guidroz, A. M. (2011). Managing cultural integration in cross-border mergers and acquisitions. Advances in global leadership, 6, 95-115.
2. Taneja, M., & Saxena, N. (2014). Mergers and Acquisitions with a reference to Ethical, Social and Human Resource. IOSR Journal of Business and Management, 16(3), 69-72.