TRAININGACROSSCULTURES Cultural differences are an important factor when it comes to how and what managers should learn and from whom.Different cultural responses (0) management education are particularly revealing.Training (31) makes extensive use of case studies, business games, and management exercises such as role-plays, favors learning by doing rather than learning by lecture and reading. It indicated a preference (32) experiential or active learning rather than cognitive or reflective learning. It also reflects an inductive rather than deductive approach; cases or exercises are used to arrive at general principles or theories (theAnglo-Saxon approach) rather than starting with a theory or framework, (33) is then applied to a given situation (the approach in many countries inEurope).As a result,European managers may not always see the point of (34) of these exercises, and some complain (35) seminars conducted by US trainers are not sufficiently serious or theoretical. US managers, on the other hand, want training to be more concrete, practical and fun.With each culture favoring different training and development practices, it may be difficult to integrate (36) into a coherent or consistent policy within an international organization. However, standardizing training methods may be important if the company needs to communicate specialized knowledge quickly (37) different units, (38) if the special quality of the company training programmes is regarded as a major source of attracting new recruits. On the (39) hand, multinational companies may have a lot to gain from cross-fertilizing different approaches, and providing opportunities (40) training and development that appeal to people with different abilities, learning styles, educational backgrounds, and, of course, cultures. In fact, working with groups of managers from different countries often requires a mixed pedagogical approach, as well as the use of trainers or different nationalities.EXAMPLE、The correct answer for blank (0) is “ TO ”.