Leading international teams

Intercultural competence is a current slogan that is often found in tenders of international companies. However, what does this expression mean? Many companies demand this competence in international business. Here the knowledge of a foreign language is often seen as equivalent to intercultural competence; a mistake which can have fatal effects for the success of projects. Careful estimations say that approximately 50 % of all international projects fail on the long run due to lacking intercultural sensitivity and competence of responsibles. However, in the course of globalisation, the need in executives and employees, who are able to act in international business in a target and cultural group specific way increases.
 

Refinement of awareness and increase of the competence to act in international situations of interaction, such as team leading or a conflict talk, in order to make them efficient and lasting.
 

The special role of management in own's own and in the foreign culture

Five aspects of cooperation: Hofsted's cultural standards and their current signification for the management of international teams

Hall's cultural concepts and their effects on team communication

Handling of the "time" factor; different time concepts and their consequences for work structure and process management

Effective solutions for the international team working day

Particularities of international, virtual teams



The participants' practical cases can be integrated.