NAVIGATING THE SHOALS OF INTERNATIONAL MANAGEMENT DEVELOPMENT Development In Business Simulation & Experiential Exercises, Volume 21, 1994 189 NAVIGATING THE SHOALS OF INTERNATIONAL MANAGEMENT DEVELOPMENT Patricia Sanders, Siena College There is a persistent belief among American management educators that management education and development is an uniquely American invention and, as such, we possess intellectual proprietorship as we transport our expertise around the world. While American management education has been the envy of the western world for the past century, how effective is it when we transport it across international borders? This presentation will analyze the strengths and weaknesses and advantages and disadvantages in transporting management education and development programs across international borders. The discussion will compare and contrast management development programs designed for implementation in post-communist countries in central and eastern Europe and in “pre- socialist” Hong Kong and in China. The distance between eastern Europe and Hong Kong is great but the attitudes relative to management education may even be greater. If the purpose of management education, in its simplest definition, is to impart new knowledge, skills and attitudes, then observation and experience indicate that the greatest dissimilarity between these two world regions lies in the divergent attitudes relative to the nature, purposes, and expected outcomes of management education. The case of Hong Kong is somewhat unique. With 1997 on the horizon, there is both optimism and oblique fear as to what the future will be under “one nation-two systems.” Two factors are certain, however, in the current climate. First many young and aggressive entrepreneurs who left Hong Kong in 1984 and 1985 after Great Britain announced the return of Hong Kong to China have now returned. They have returned mainly because of the worldwide recession, but they also see opportunity in Hong Kong in this hiatus between colonialism and socialism. Second, Hong Kong is fast becoming the “front office” for Chinese industries housing managers, specialists and promoters, all of whom, crave management education, particularly western management education. The factories of these companies have been transported to China where there also is a growing need for competent managers in great numbers. The presentation will include comparisons between the two regions in developing and implementing management development programs and materials and will focus on differences and similarities among the following variables: Motivation 1. Entry-level knowledge 2. Economic goals and incentives 3. Intrinsic value and competitive spirit Value. Orientation 1. Entrepreneurial v. organizational 2. Self-actualization v. “life-raft” values 3. Professional networking v. imperial organization Program Credibility ‘I. Respect for traditional roots of education 2. Sustainable--”stand the test of time” 3. A diploma on the wall With the myriad challenges competing for our time, our energy and our intellectual capital, the presentation will conclude with a discussion of why we get involved in international management development in the first place including a discussion of the economic value, administrative traps, and developmental opportunities. Finally, the presentation will outline positive benefits and outcomes to be accrued therein and will provide helpful hints and pitfalls to be avoided for those who wish to enter the market. The presentation will take the form of a workshop where participants will have an opportunity to engage in some “hands-on” techniques to be used in program development, implementation and evaluation. Table of Contents Volume 21, 1994 ABSEL: The Way We Were and Need to Be The Intellectual Structure of ABSEL: A Bibliometeic Study of Author Cocitatons Over Time Activity-Driven Time in Computerized Gaming Simulations An Assessment Framework for Determing the Effectiveness of Total Enterprise Simulations Attributes of Learning Organizations: Simulating the Relationships Business Policy/Strategy Case Extension using Pro-Forma Planning: A Computer Based Model Complexity: Is it really that Simple? A Random-Strategy Criterion for Validity of Simulation Game Participation Enhancing a Computer Simulation with a Structured Reporting Environment Experiencing a Foreign Culture: A Cross-Cultural Simulation Group Cognitive Style and Computerphobia in Functional Business Simulations Human Issues in Technology Implementation Management Simulator Incorporating Advertising Strategy into Computer-Based Business Simulations: A Validation Study Increasing the Effectiveness of Performance Evaluation Through the Design and Development of Realistic Finance Algorithms The Packer-Feeder Game: A Commodity Market Simulator Relationships Between R&D and Profitability: An Exploratory Comparison of Two Business Simulations with Two Real-World, Technology Intensive Industries Simulation of the Predictive Value of Mammography Simulation Performance and Learning Revisited Strange Bedfellows: Competency Models and ACBSP Accreditation Standards Using a Business Simulation to Study the Determinants of Ethical Behavior What Simulation Users Think Players Should be Learning from the Simulations ADA and its Implications for Experiential Training Boss/ Subordinate Perceptions of Instrumental and Supportive Leadership Behaviors in Relation to Myers-Briggs Thinking Type Cluster Analyses of American Universities' Business Core Curricula Structures Utilized to Satisfy Fifteen Curriculum Areas Cooperative Learning or Learning to Cooperate Experiential Learning: Constraining Students with Time Budgets How Different Workplace Experiences Affect Different Worker Values Implications of the Trend Toward Relationship Marketing for Experiential Learning The Increasing Cultural Diversity of the American Workforce: Management's Challenge of the 21st Century Information and Uncertainty as Strange Bedfellows: A Model and Experiential Exercises Leadership as a Medium: It's Emergence and Effect on Performance in Small Leaderless Groups Speed, Depth, and Breadth: Assessing Learning in Learning Organizations Teaching Strategic Planning, Problem Solving, and Decision Making with Envisionary Experiential Exercises Validating an Instrument for Student Evaluation of Teachers: Some Noteworthy By-Products Don't Teach Ethics to Business Students Emotional Reactions Toward a Simulated Layoff: Before and After the Manipulation Enhancing Communication Using a Presentation Package Implementing Marketing Policies through a Business Management Simulation Integrating Action-Based Learning into Executive Development Programs On the validity of using the Microsegmentation Principle in Media Simulationsm Participatory Systems Analysis Some Relationships between Cultural, Organizational, and Educational Experience and Perceptions of Influence The Use of Decision Support Systems with a Marketing Simulation: The Future is Now Astute Business Policy: A Simulation of the Automobile Industry The Business Policy Game CEO II: A Gaming Simulation for Assessment Computer Paced Project Management Simulation Computerized Tutor Support Systems DEAL & GEO: Progressively Integrating Gaming Simulations for Entrepreneurship and International Business An Interactive Simulation Game for Competitive Decision-Making International Operations Simulation/Mark 2000 (INTOPIA) Multimedia Simulation Cuts Training Costs for Anderson Consulting Concepts of Total Quality Management: An Active Learning Exercise Cooperative Learning: The Extended Jigsaw Managing Diversity--Values and Attitudes: An Experiential Exercise in Awareness Navigating the Shoals of International Management Development Evaluating Student Performance in the Use of Computer Simulation Entrepreneurial Simulation Program