By: Bryan, Jerald, Nels and Pete


A medium sized construction company (500 people) based in Kansas City will (or may) be expanding into new construction markets in Sri Lanka and Indonesia. Our firm has been hired to help develop a training program that will prepare selected middle managers and their families to live and work in these new countries. The training will focus on basic language, cultural awareness, and business practices in each country. The general emphasis of the training is to allow a smooth transition into the new countries and enable the customers to function for the first ninety days of their tour.
Sri Lanka and Indonesia

Important Links for Information on Sri Lanka

Important Links for Information on Indonesia

Our final product, due to the Vice President no later than November 17th, is a collaborative Wiki that is detailed below for review by the board. This recommended course of action addresses the educational and administrative issues pertaining to the company in its move to new markets.

Mission Statement
Develop a training program that prepares selected middle managers and their families to live and work in Sri Lanka and Indonesia.

Program Objectives
1. Develop a program that supports preparing mid-western middle managers to work in Sri Lanka and Indonesia in order to meet company objectives of building buildings.
2. Develop a program that prepares mid-western families to live in Sri Lanka and Indonesia for up to two years.

Discerning the Context
We are planning a training program for a medium sized construction company (500 employees) to aid in the preparation of middle managers for assignment to new overseas offices in Sri Lanka and Indonesia. We are part of a working group created by the consulting firm which the construction company hired to get this training going. The company is privately owned and is best known for its work on multi-story commercial buildings and condominium complexes. It has recently added two new offices to the company to try and exploit some building potential in Sri Lanka and Indonesia. They have very little experience working in that area, though they have previously done considerable work in Western Europe.

Our consulting firm was hired by the Vice President tasked with opening the new offices in Asia. He has been to the area several times himself, but recognizes the need to prepare his managers for the different cultures they will encounter. He has the support of the CEO, but there are members of the senior leadership who are not sure about this new expansion. Many of the members of the family that started the company are still in the management structure and they wield quite a bit of power. They are comfortable with the paradigm of building in Europe and don’t really see the company as a good fit for the Asian market. So far there is no open debate about the move and your program may be key in convincing these holdouts that this new market is a good idea.

The first member of our working group is the HR director for the company. He has been tasked with running this project as his division is responsible for training within the company. Two members of our consulting firm are in the group, one a leadership specialist and the other having some background in international business. The last member of the group is a junior manager who is from the family that started the company. He has been included to satisfy the dissenters in the company and doesn’t know much about Asia or leadership. His specialty has always been architectural design, but he’s been given this task by the family.

Our final product, due to the Vice President no later than November 17th, is a collaborative Wiki detailing the program you recommend with all of the educational and administrative issues worked out and any problems identified. The HR director found a book on program planning in the company library and is determined that your group should use it to work through this issue. Because of this, our group will use Caffarella’s model to guide your deliberations and the organization of our Wiki.

Building a Base of Support
The Vice President has the vision for this expansion into the Asian market and has the support of the CEO. Family members that helped start the company that are in management need to be assured that this new market is a good fit for the company. They are apprehensive with the Asian market because they do not understand the culture or the area. We will walk them through the process that paralleled their European expansion. This should harbor their support.

Prioritized Objectives
The primary objective and focus of the program is to prepare the manager to be successful within the first 90 days of arriving in their new countries. This will be done through cultural education, focused case studies and educational tours that allow them to begin working with their future teams. The secondary objective is for their families to be able to adjust to the new environment.

Instructional Plan

To meet the learning objectives, we have created a matrix, below, that displays the overall picture of the plan. During the entire course the groups will be using the Rosetta Stone program at their own pace to assist in the language comprehension. Beginning in November, the cohort will begin an introduction training program operated by the UM faculty which will facilitate the participants into the mindsets and culture they will begin working and living in. In December they will be broken into groups based off of their future work groups in country. The groups will be given case studies located in their specific future work areas. These case studies will be facilitated by the UM faculty, and done primarily through web based interaction and training. The third phase of the training program begins when we start conducting field visits / educational tours to specific countries to meet the new staff, and begin to focus on the practical application of the program. These middle phases will be intermixed with each other in the country specific areas. With each group returning from their site visit and preparing for their move, we will host seminars that shift work from the Midwest to their future jobs sites. They will continue to stay in contact with their country specific staffs through web-based conferences. In the end, they will brief their portfolios to the groups and the VP to demonstrate their knowledge along with future projects to be done in country.

Training Plan

Class Descriptions (Format, Staff)

· Intro - Culture 101 for the individual countries designed and taught by the University of Missouri instructors.
· Case Study 1 – Construction specific case study for each group focused on their future areas with cultural and country issues.
· Case Study 2 – Project specific case study for each group focused on future jobs plans.
· Field Visit / Ed Tours – Travel to the specific countries to visit possible work sites, meet new staff, and gain local knowledge of living and working in the environment.
· Seminar / Web Conf / Project Focus – The returning groups will hold seminars to exchange information, and the groups will now focus on in country projects that they will work on. There will also be web conference with staff in country to maintain relationships and work on projects.
· Portfolios Due – The groups will begin to transition and move to their countries, but prior to it will turn in and brief their portfolios to demonstrate knowledge, skills and projects that will be started or have been started.

Transfer-of-Learning Plans
The transfer-of-learning will be done in multiple ways to ensure the managers will be able to use their knowledge. The instructors will use quizzes and facilitate cultural learning for the groups. The small groups will serve as transfer teams with each other as well as support groups during the program. The portfolios that they create will serve as future job aids when they are working in country. This learning is to ensure that the managers are successful in the first 90 days, and prepared to handle future projects for the next two years.

Formal EvaluationThe program evaluation will consist of the participants taking the Likert-measuring questionnaire with an additional open-ended question at the end. This questionnaire will be administered six months after the managers have been in country. A similar questionnaire will be provided to the adult family members.

Making Recommendation and Communicating Results(Non-Issue)


Budget Considerations:

1. Cultural Instructor - I looked at MIZZOU and they have three professors with PHD qualifications in the area -will look at fees once training requirements are outlined. Contract shall include travel, lodging, and per diem. - $8,000 per instructor + $600 lodging and per diem

2. Rosetta Stone for 24 personnel and families
$219ea Indonesian Level 1
Rosetta Stone does not offer the main language of Sri Lanka – Sinhalese. Free online at

3. Recon trip for 12 personnel per location (Recon shall be five days in country with two days of travel time both ways = 9 days total out of office

Sri Lanka - $1900ea includes lodging
Indonesia - $1600ea includes lodging
a. Per Diem – Indonesia -$70 per day Sri Lanka -$55
b. Cost of time lost for 24 middle managers - $1730ea (ea make 90k a year)

4. Host Nation Sponsorship Program
Sri Lanka has similar programs but must contact the Ministry of Tourism -

Indonesia has several programs but not government run. Risk is involved

5. Cultural Orientation Trip for 12 personnel + families at each location upon arrival
Sri Lanka - $1600
Indonesia - $1400
6. Training location - At company HQ - $0

7. Training Instruction Material
- $400



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