Prizes & Awards
2022 The Case Centre Best-selling Classic Case in Human Resource Management / Organisational Behaviour
2021 The Case Centre Best-selling Classic Case in Human Resource Management / Organisational Behaviour
2021 The Case Centre Best-selling Case in Human Resource Management / Organisational Behaviour
2020 The Case Centre Best-selling Classic Case in Human Resource Management / Organisational Behaviour
2020 The Case Centre Best-selling Case in Human Resource Management / Organisational Behaviour
2019 The Case Centre Best-selling Case in Human Resource Management / Organisational Behaviour
2018 The Case Centre Best-selling Case in Human Resource Management / Organisational Behaviour
2017 The Case Centre Best-selling Case in Human Resource Management / Organisational Behaviour
2016 The Case Centre Best-selling Case in Human Resource Management / Organisational Behaviour
2015 The Case Centre Best-selling Case in Human Resource Management / Organisational Behaviour
2014 The Case Centre Best Selling Case in Human Resource Management / Organisational Behaviour
2013 The Case Centre Best Selling Case in Human Resource Management / Organisational Behaviour
2012 ecch Best Selling Case in Human Resource Management / Organisational Behaviour
2011 ecch Best Selling Case in Human Resource Management / Organisational Behaviour
Winner of 2010 European Case Awards, Human Resource Management / Organisational Behaviour Category
A French executive with Michelin is expatriated from Clermont-Ferrand to South Carolina. Initially confident in his leadership skills, the protagonist learns quickly that many aspects of leading a team are quite different in the American environment. Although he ultimately succeeds, Chalon initially struggles to understand the different culture in which he is working and adapt his style accordingly.
1. Help participants of any nationality understand the complexity of leading in a multi-cultural environment. 2. Establish that ideas about key leadership elements such as providing constructive feedback and motivating employees may vary dramatically from one cultural environment to another. 3. Identify and develop strategies for maximising success when leading in a cross-cultural environment.
- Cross-cultural
- Intercultural/Inter-cultural
- Multicultural/ Multi-cultural
- Performance Feedback
- National Culture
- Leadership
- Global Leadership
- International Human Resources
- RD0109
- AR0809
- AR2009
