Currently, 80% of our General Managers-the people responsible for running our operations around the world-are expatriates. These individuals have worked in an average of six different countries on different continents in 10-20 years. The same is true of many other senior employees. I became an expatriate myself in 1995 when I moved from Italy, my country of origin, to the Bata Limited international office here in Canada. Communicating with managers from all over the world is a daily reality for me.
Our management development program, Elixir Vitae, identifies bright, highly motivated, well-educated individuals with an international mindset and education. We put them in a fast-track 12-to 14-month intensive training program and place them in a country of their choice. Our future expatriates visit and work in the host country two or three months before they and their families actually move there to get information about the country, the company environment, and the future job. They are our Bata international managers of the future.
In The Seven Habits of Highly Effective People, Stephen R. Covey argues that all our interactions are colored by the amount of courage we have to display our feelings and convictions and the amount of consideration we have for the feelings and convictions of others. Win / win situations / transactions / international business communication occur only when we adopt a paradigm of both high courage and high consideration. We want such people for international assignments: someone who knows how to demonstrate his/her culture's positive characteristics, but who also knows how to speak positively of the strengths of the other culture, who has the skills to bridge cultural gaps once he/she encounters them, and who knows how to understand and appreciate (or at least accept) differences.
Achieving cultural competence requires more than just memorizing a list of facts about a specific country or learning its language-important though these are. Cultural competence requires learning to expect differences and having a positive attitude toward challenges and change.
Our values, priorities, and practices are shaped by the culture in which we grow up. Understanding other cultures is crucial if you want to sell your products in other countries, manage an international plant or office, or work in this country for a multinational company headquartered in another country.
This chapter focuses on cultural differences that are linked to national origin. Other kinds of diversity are discussed in Chapter 13.
As Brenda Arbelaez suggests, the successful international communicator is
• Aware that his or her preferred values and behaviors are influenced by culture and are not necessarily "right."
目前，在我们的负责人当中，有80%的人是国外雇员，这些人都是在世界范围内负责我们公司运转的领导。这些人已平均在不同大洲的6个不同的国家工作了10到20年。这对于其他资深的员工来说，也是一样的。
I became an expatriate myself in 1995 when I moved from Italy, my country of origin, to the Bata Limited international office here in Canada. Communicating with managers from all over the world is a daily reality for me.
当我在1995年从我的祖国意大利来到加拿大的 Bata Limited （巴塔有限公司）国际办公地点时，我也变成了一名外来雇员。与来自世界各地的经理们交谈是我每天都要面对的工作。
Our management development program, Elixir Vitae, identifies bright, highly motivated, well-educated individuals with an international mindset and education. We put them in a fast-track 12-to 14-month intensive training program and place them in a country of their choice. Our future expatriates visit and work in the host country two or three months before they and their families actually move there to get information about the country, the company environment, and the future job. They are our Bata international managers of the future.
我们的管理发展部门的人员，Elixir Vitae，会挑选一些聪明的、积极的、受过良好教育的并有着国际化头脑与知识的精英们，并将它们通过12到14个月的快速精密的训练后，放在他们自己所选择的国家的工作岗位上。我们今后的外来雇员，会在他和他的家人到达一个新国家、接触一个新的工作环境并得到一个新工作之前，先在自己的国家参观并工作2到3个月。他们将是我们公司将来的国际经理人。
In The Seven Habits of Highly Effective People, Stephen R. Covey argues that all our interactions are colored by the amount of courage we have to display our feelings and convictions and the amount of consideration we have for the feelings and convictions of others.Win / win situations / transactions / international business communication occur only when we adopt a paradigm of both high courage and high consideration. We want such people for international assignments: someone who knows how to demonstrate his/her culture's positive characteristics, but who also knows how to speak positively of the strengths of the other culture, who has the skills to bridge cultural gaps once he/she encounters them, and who knows how to understand and appreciate (or at least accept) differences.
在《高效人士的七个习惯》这本书中，Stephen R. Covey 说到，我们需要交流的勇气，我们要显示我们的感觉、信念并考虑我们的感受和信念。当双赢局面/业务/国际商务在交际活动中出现的时候，我们要采用一种范例，要有更多的勇气和更周全的考虑。我们希望有这样的人：知道如何证明他/她对国际文化特点的积极态度，知道如何积极的学习其他各国文化，一但遇到不同文化的人们可以弥补不同文化差距的能力，知道如何去理解和欣赏(或者至少是接受)文化之间的差异。
Achieving cultural competence requires more than just memorizing a list of facts about a specific country or learning its language-important though these are. Cultural competence requires learning to expect differences and having a positive attitude toward challenges and change.
掌握文化不只是记住一些特定国家的实事亦或是学习它的语言，尽管这些也很重要。获得并掌握文化的能力是需要学着预期不同的事情并用积极的心态迎接挑战与改变。
Our values, priorities, and practices are shaped by the culture in which we grow up. Understanding other cultures is crucial if you want to sell your products in other countries, manage an international plant or office, or work in this country for a multinational company headquartered in another country.
我们的价值观、优越感与实践都在我们所成长的文化环境当中被塑造好了。如果你想在其他国家销售你的产品，亦或是在你的国家为跨国企业工作，那么了解其他国家是至关重要的。
This chapter focuses on cultural differences that are linked to national origin. Other kinds of diversity are discussed in Chapter 13.
As Brenda Arbelaez suggests, the successful international communicator is
• Aware that his or her preferred values and behaviors are influenced by culture and are not necessarily "right."
这一章主要是说文化的不同与国际化起点的关系。其他差异的种类会在弟十三章中讨论。
就像Brenda Arbelaez 所说的，成功的国际交流者是:
知道他或她所睛睐的价值观与行为表现会被文化所影响,因此这些(即价值观与行为表现)并不一定就是"正确的".
累......!
我们的管理发展计划，长生不老药，确定明亮，干劲十足，受过良好教育的具有国际思维和教育个人。我们把一个快速其中12至14个月的强化训练计划并将其放置在自己选择他们的国家。我们未来的外籍人士的访问，在东道国工作两三个月前，他们和他们的家庭实际移动那里获得有关国家的信息，该公司环境和未来工作。他们是我们的国际巴塔
现在,80%的人负责运行Managers-the我们行动world-are外籍人士。这些人曾在平均为6个不同国家不同大洲在10 - 20年。同样的情况也很多其他的资深员工。我成了一名外籍人士在1995年,当时我自己从意大利、我的祖国,到巴在加拿大的国际学生办公室有限。与经理沟通,来自世界各地的是日常现实。
我们的经营发展计划、药剂个人必修,确定明亮,有高度进取心,受过良好教育的人与国际观念和教育。我们把它们放在一个“快行道”12-to 14个月的密集的训练课程,并且将它们放在一个国家的抉择。我们未来的外籍人士参观和工作在东道国两个或三个月前,他们和他们的家人其实搬到那里去的国家的信息,该公司的环境,并对其未来的工作。他们是我们未来的国家队主帅巴塔。
习惯七人,史蒂芬·r高效认为我们所有的互动群是彩色的勇气,我们要显示我们的感觉和信念和考虑我们的感受和信念。双赢局面/业务/国际商务交际活动中出现的时候,我们采用一个范例只有两种高的勇气和高的考虑。我们需要这样的人:也许有人为国际作业知道如何证明他/她的文化的积极的特点,但谁也知道如何讲积极的学习其他文化,谁有能力在不同的文化上桥一旦他/她遇到他们,谁知道如何去理解和欣赏(或者至少是接受)之间的差异。
实现文化能力,仅仅死记硬背列表的事实有关特定国家或学习它的language-important虽然这些。文化能力需要学习期望差异和积极的态度,挑战和改变。
我们的价值观,顺序和实践中形成的文化,我们长大了。了解另一种文化中是至关重要的,如果你想销售你的产品,在其他国家,管理国际植物或办公室工作,或者在这个国家为一家跨国公司总部设于另一个国家。
本章主要是在文化上的差异,与国家的起源。其他类型的多样性是在第13章中讨论)。
布Arbelaez表示,作为成功的国际交流
意识到他或她•首选的价值观和行为会受到文化,不一定是“正确的”。
