Training Programme for Production Manager - Case Study Example

Training Programme for Production Manager Goes Here al Affiliation Goes Here This paper discusses the need for, and design of, a training programme for a Scandinavian manager facing a three year posting in China. This paper focuses on the language and cultural issues that exist and introduces an appropriate plan to prepare the manager (and his family) for their posting in China. This paper also addresses the manager's need to learn differences in business culture as well as manager-worker relationships. Finally, this paper outlines the need for the prospective manager to become a member of the corporate team (before his tour) that assists the current manager on the ground in China. Introduction Top-Toy AS is a multinational company headquartered in Denmark with offices and outlets in Finland. This company produces and markets toys in many countries. In order to reduce manufacturing/production costs Top-Toy AS has moved its production of some toys to China. Top-Toy AS has also begun a new policy of shipping its products directly to its distributors in various countries rather than to Denmark to eliminate some of the costs of getting the product to market. Top-Toy has positioned a manager in China to facilitate communication between its headquarters and the manufacturing plant in China. One of the tasks of the China based manager is to help establish Top-Toy's global organizational culture that has made Top-Toy so successful in other markets. The managerial position in China is a three-year posting of an employee from either the Denmark headquarters or their Finland branch. This is a highly sought after post because it increases the value of the employee to Top-Toy AS and almost assures that employee a promotion upon their return to Europe. Top-Toy AS's challenge has been to set up an appropriate training programme for prospective managers. The prospective manager chosen for the next three year rotation is Finland native Frans Gustafsson (hypothetical character). Frans is a thirty-five year old married man with two young sons. Frans attended university in the United Kingdom and holds an MA degree. His native language is Finnish and he also has a good command of the English language. Frans' wife Hanna and his two sons Bo and Luukas will accompany him on his rotation. He has one year before his rotation begins and must use that time wisely to prepare. Frans is in luck! Top-Toy AS has developed a training programme for its managers. Frans will complete the training programme with an alternate candidate (chosen in case Frans can't go) who is first in line for the following rotation. The men's wives have been invited to attend various portions of the training programme as well. The first issue to be addressed are the language skills the Fran's will need to communicate with his Chinese counter parts. Both couples were provided with a programme called "RosettaStone level one Chinese that claims that you can "Learn a language naturally with Dynamic Immersion" (Rosetta Stone website). Both couples were also enrolled in an intensive Chinese language and culture course at the University of Helsinki. A very important part of the course at the university is a study in the cultural differences that exist when conducting business. Frans, and the others, were encouraged to focus on the cultural differences that exist between Chinese workers and Scandinavian workers. In China, managerial relationships with workers have traditionally focused on relationships and family backgrounds. The factory took care of your family while you worked hard for the factory (Su Yi, pg 1.). In contrast, western European managerial/worker relationships are based upon qualifications, competency, and performance. Fran's, and the others, have to learn how to effectively manage in the Chinese workplace. Frans, and his alternate, will communicate frequently with the current manager in China to get a feel for the managerial style that is currently being used at the factory. Both were encouraged to ask questions (however trivial they might seem). Fran's will attend the daily conference call between the current manager in China, his Chinese counterpart, and Top-Toy AS corporate office in Denmark. Frans was also added to the corporate team that works with the factory in China. As a team member Frans will become familiar with the issues that come up on a day to day basis. By becoming a team member during his training period Fran's will already be an active participant in the day to day operations of the factory in China when he transfers to there. Frans, and his alternate, were required to research and report on Top-Toy AS's global culture and come up with a plan that examines the factory's current culture and the effects of melding that culture with corporate culture. To be a manager at the factory in China Frans will need to understand, work with, and tolerate the differences that exist between how business is done in China vs. Scandinavia. He will need to accept the values, attitudes, and motivations of the Chinese workers. Six months into his training Frans and his family will go to China on a two week orientation tour. During this tour Fran's will meet the current manager, his Chinese counterpart, and become familiar with the operations at the factory. His role will be as an observer. He will shadow the current manager and be encouraged to observe the manager-worker relationships that already exist. Frans and his family will have an opportunity to experience Chinese culture first hand, arrange for appropriate housing for his three year tour, and establish a relationship with the schools that are available for their two sons. Summary Training a manager for a position in China is a complex, time consuming process. The prospective manager will need to be able adapt to a foreign culture as well as develop functional language skills. He will need to understand that there are major cultural issues that exist in the workplace. He will need to accept, and respect, the values, attitudes, and motivations of the Chinese workers while introducing the corporate culture that exists in his organization. A training programme will need to introduce the manager to the realities that exist at the factory. The manager trainee will need to commit to the process of learning and orienting him/herself to his new role. The most vital aspect of his/her training will be the transition period when he works as a member of the corporate team that works with the factory in China. References American Psychological Association (2001). Publication manual of the American Psychological Association (5th ed.). Washington, DC: American Psychological Association. George, Jennifer. And Gareth R. Jones. 2002. Organizational Behavior, (3rd ed.).Pearson Education Inc. Prentice-Hall, Inc. Upper Saddle River, New Jersey 07458 Invest in Finland. InvestinFinland website retrieved 10 Jan 2007 http://www.investinfinland.fi/news/2005/en_GB/1123142488581/ Rosetta Stone website. Retrieved 10 Jan 2007 http://www.rosettastone.com/en/offer/googlepage/chia=b Su Yi. The Changing Management Styles for SOEs in China. School of Management. Zhongshan University. Retrieved 10 Jan 2007. http://www.iwep.org.cn/wec/English/articles/2001_04/4suyi.htm Read More