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Intercultural Assign Lbs Intercultural Assign Lbs Presentation Transcript

  • INTERNATIONAL
    ASSIGNMENT
    CASE: Floundering ExpatriateMichael Simiyu
    IBA 2007 at Lauder Business School
  • Overview
    1.Introduction
    2.Definitions;
    -Case study facts.
    -Problems.
    -Recommendations.
    -Conclusions.
    3.Interlude
    4.Facts about International career management;
    -Failures, Successes,Training and Repatriation.
    5.Reference.
    2
    • What is the point of getting an international experience when it doesn`t get you a decent job back home? View slide
    • ...The slogan that international experience is a key value and a prerequisite for promotion into the ranks of senior management...(Germany expatriate, Cited in Stahl and Chua,2003,case B,p.4) View slide
    • ...There must be companies out there that value international experience...(American expatriate, Cited in Stahl and Chua,2003,caseB,p.2)
    1.Introduction
    3
  • 2.Definitions
    1.Who is an Expatriate?
    -Citizens of one country working in another country.
    2.Who is an Inpatriate?
    -Citizens of a foreign country working in the home country of their multinational firm.
    4
  • Case Study Facts
    • (Donaldson) an American executive for Argos, has been pushed to Europe (Zürich) to form a united European management team for Argos newly acquired compaines.
    • He has been picked for this position because of his background as an academic in Egypt and experience in forming a cross-divisional and cross-functional teams in the United states.
    • Above all this qualifications, he has no experience living and working anywhere in Europe.
    5
  • Problems
    • Donaldson has serious family problems.
    • He speaks no other European language.
    • He has no experience of gluing a group of companies and management organization together(Europe).
    • He is not a good listener either communicator.
    • Argos culture of results oriented(no bad news and make it work).
    • Argos way of developing leadership talent by using appointing power.
    6
  • Recommendations
    • Donaldson needs to be returned to the US early(Besser ein Ende mit Schrecken als ein Schrecken ohne Ende).
    • Argos need a local European executive to do the job.
    • Argos must give its US executives more support and cultural guidance.
    • Argos must manage organizational and behavioral change on several levels.
    • Waterhouse must play a role in resolving the dilemma.
    7
  • Conclusions
    • Identify specific goals for the European team.
    • Provide Donaldson with cross-cultural coaching and mentoring.
    • Provide a cross-cultural training for Donaldson family.
    • Developing leadership talent either domestic or internationally should be an ongoing patnership between an organization and personnel.
    • Intercultural competence cannot be copied but it can be learned.
    8
  • Expatriate Failure
    • Starts with Premature return of the expatriate manager to his/her home country.
    • Due to the lack of or failure of the firm’s selection and training policies for expatriate managers.
    • Results in an expatriate’s resignation or premature return from a foreign posting.
    9
  • Expatriate Failure Rates
    • 16-40% of US expatriates return home early from developed nations
    • 70% of US expatriates return home early from developing nations
    • 15-20% of European expatriates return home early from both developed and developing Nations.
    10
  • Expatriate Failure Rates
    11
  • Reasons for Expatriate Failure
    1.US Firms
    • Inability of spouse to adjust (top reason)
    • Manager’s inability to adjust
    • Other family problems
    • Manager’s personal or emotional immaturity
    • Inability to cope with larger overseas responsibilities
    2.European Firms
    • Inability of spouse to adjust (usually the only reason)
    12
  • Four Attributes to Success
    1.Self-Orientation
    • Strengthen expats high self-esteem, self-confidence and mental well-being
    2.Others-Orientation
    • Enhance expats ability to interact with host-country nationals (relationship building, willingness to use host language)
    3.Perceptual Ability
    • Expats ability to empathize and understand why people in
    host-country behave the way they do
    4.Cultural Toughness
    • How well an expatriate adjusts to a particular posting tends to be related to the country of assignment
    13
  • Training for Expatriate Managers
    1.Cultural
    • Seeks to foster an appreciation of the host-country’s culture (include spouse and family)
    2.Language
    • Improves expatriate’s effectiveness and rapport with local employees
    • Improves expatriate’s ability to relate to foreign culture
    • Fosters a better image of the firm
    3.Practical
    • Helps expatriate and family adjust to the daily life of the host country
    • Uses expatriate community as and informative and supportive network
    14
  • Repatriation of Expatriates
    • Often overlooked but a critically important issue
    • Should be considered the final link in an integrated process that connects:
    • effective expatriate selection and training
    • completion of the expatriate assignment
    • reintegration of the expatriate into their national organization
    • Successful repatriation contributes to the transfer of knowledge and skills throughout the firm
    15
  • 5.References
    • The case study floundering expatriate by Gordon Adler
    • International human resource management and international assignment book by Michael J. Noreen Heraty and David G.Collings.
    • What drives and frastrates international assignees? case study by Stahl,Chua and Mendenhall.
    16
  • THANK YOU FOR YOUR EARS
    Questions???