Training
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New Workshop
Management Workshop in Cape Town April 2004

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'Management and Change in Africa'

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Themes in Management and Change in Africa

Cross-cultural Training and Development

Providing appropriate training programmes to address cultural diversity  

In a multicultural context, the lack of understanding and articulation of the nature and influence of one’s culture may be a serious stumbling block to building synergies from cultural diversity. Yet Human (1996) argues that this is not enough. A clear understanding of the way power relations impact on stereotyping of groups and on the perceptions of individuals and the expectation one has of such individuals is necessary. Thus she suggested training  should make managers aware of the negative impact of the maintenance of inaccurate stereotypes and resulting expectations based on power relations that are transmitted through ideas relating to culture. Secondly it should make managers understand themselves. Thirdly it should provide the communication skills that are needed to minimize the impact of negative stereotypes and expectation, and to reinforce the process by which more accurate (and presumably more positive) stereotypes may occur. This is all dependent on a high level of awareness of one’s self and other’s culture, and the perceptions and expectations that have occurred as a result of the legacies of the past. This may involve grappling with many of the legacies of colonialism, and its impact on cultural perceptions and stereotypes. In order to incorporate these elements, it may be necessary, among other measures to integrate them within a development process.  

Training should reflect the following themes:

Developing awareness amongst the management team of the broader operating constraints (political, economic, legislative, social and cultural) within a complex operating environment, and how these may be turned into opportunities  

Incorporating the interests of its multiple stakeholders including employees and their representatives, managers, community, government, suppliers, and customers into its strategic objectives, and not merely those of its shareholders in the case of private sector enterprises  

Developing real and effective internal means for incorporating the perceptions, expectations, strengths and interests of stakeholders and different cultural and gender groups into the decision-making process and the management of change, through active participation.  

Obtaining commitment and motivation by developing understanding of the relationship between community/family life and work life, and the way this relationship is differently perceived by different cultural perspectives

Maintaining a high level of awareness of the contributing factors to the way the organization is managed through principles, policies and practices, and their appropriateness to the socio-cultural contexts within which the organization operates  

Consciously manage the dynamics of multiculturalism in order to develop strengths and synergies from these, including the management of equal opportunities of individuals from different ethnic and gender groups to influence the direction of the organization.

These themes will be further discussed and developed at the the Cape Town Workshop in March 2003. Please click on the Table Mountain image for more information.

The 'theme' pages will also be updated on a regular basis, and themes will be linked to case studies and other resources as these are developed. Please register so that we know of your interest, and we can work more effectively with you. Please email me if you need further help or information.

If you are involved in policy-making or research, you may be interested in the Copenhagen Seminar in November 2002

tjackson@africamanagement.org

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