The purpose of this paper is to gauge the success of optical product maker JDSU’s effort to engage Human Resources as a strategic partner in building an international company culture using training in the Myers-Briggs Type Indicator to bring diverse teams together with a common management language for discussing interpersonal and team dynamics.
The study relied on interviews with managers, employees, and designers of JDSU’s Empowerment Camp on their experience of improvement in management and communication in the organization.
With a common language for discussing communication, management, and interpersonal interaction centered around insights derived from management’s training in the Myers-Briggs Type Indicator through the Empowerment Camp, members of the organization encountered a more unified and effective management approach across JDSU’s diverse web of international offices.
This paper is the first to explore a company’s effort to engage Human Resources as a strategic partner in building an international company culture.
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