MARGINALIZATION (Different learners in Marginalized Group
Sample
1. Becoming Global Competent —— Methods of Developing Intercultural Sensitivity Hangzhou, Dec 29th, 2010 Prof. Dr. Hora Tjitra &zhoujia
2. Agenda 8 Cross-cultural & Intercultural Training 10 Intercultural Exposure 13 E-learning 4 Introduction 1 2 The Development Model of Intercultural Sensitivity (DMIS) 6 3 How to Develop Intercultural Sensitivity ? 7 4 New Approach to Intercultural Training for The Global Manager 15
4. Introduction Intercultural Sensitivity (IS) is proved to be a valid predictive factor for intercultural effectiveness (Cui& Van den Berg, 1991) Employees with high intercultural sensitivity scored significantly higher than employees with low intercultural sensitivity in terms of service attentiveness, revenue contribution, interpersonal skills, job satisfaction, and social satisfaction as they relate to cross-cultural encounters (Sizoo, etc, 2005) How to develop intercultural sensitivity of employees working in international environment is valued by more and more organizations .
15. New Approach to Intercultural Training for The Global Manager
16. Apply Culture Intelligence to Cross-Cultural Training role-plays, narrative plays and theater training able to adapt behavior to be appropriate to any given cultural context Behavior expose an uninitiated person through a series of short, simple, and controlled intercultural interactions in a classroom setting Culture empathy and strong sense of efficacy engage in a problem-solving and strategic approach to overcoming obstacle Motivation general cultural assimilator or culture based assimilator strategy of learning how to learn, or meta learning, Including planning, monitoring, and evaluating Meta cognition documentary and experiential methods total knowledge and experience concerning cultural adaptation of an individual stored in memory Cognitive Training methods Features The facet of CQ
