INTERNATIONAL<br />ASSIGNMENT<br />CASE: Floundering ExpatriateMichael Simiyu<br />IBA 2007 at Lauder Business School<br />
Overview<br />1.Introduction<br />2.Definitions;<br />   -Case study facts.<br />   -Problems.<br />   -Recommendations.<b...
<ul><li>What is the point of getting an international experience when it doesn`t get you a decent job back home?
...The slogan that international experience is a key value and a prerequisite for promotion into the ranks of senior manag...
...There must be companies out there that value international experience...(American expatriate, Cited in Stahl and Chua,2...
2.Definitions<br />1.Who is an Expatriate?                                        <br />-Citizens of one country working i...
Case Study Facts<br /><ul><li>(Donaldson) an American executive for Argos, has been pushed to Europe (Zürich) to form a un...
He has been picked for this position because of  his background as an academic in Egypt and  experience in forming a cross...
Above all this qualifications, he has no experience living and working anywhere in Europe. </li></ul>5<br />
Problems<br /><ul><li>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.</li></ul>6<br />
Recommendations<br /><ul><li>Donaldson needs to be returned to the US early(Besser ein Ende mit Schrecken als ein Schrecke...
Argos need a local European executive to do the job.
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Intercultural Assign Lbs

  1. 1. INTERNATIONAL<br />ASSIGNMENT<br />CASE: Floundering ExpatriateMichael Simiyu<br />IBA 2007 at Lauder Business School<br />
  2. 2. Overview<br />1.Introduction<br />2.Definitions;<br /> -Case study facts.<br /> -Problems.<br /> -Recommendations.<br /> -Conclusions.<br />3.Interlude<br />4.Facts about International career management;<br /> -Failures, Successes,Training and Repatriation.<br /> 5.Reference.<br />2<br />
  3. 3. <ul><li>What is the point of getting an international experience when it doesn`t get you a decent job back home?
  4. 4. ...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)
  5. 5. ...There must be companies out there that value international experience...(American expatriate, Cited in Stahl and Chua,2003,caseB,p.2) </li></ul>1.Introduction<br />3<br />
  6. 6. 2.Definitions<br />1.Who is an Expatriate? <br />-Citizens of one country working in another country.<br />2.Who is an Inpatriate?<br />-Citizens of a foreign country working in the home country of their multinational firm.<br />4<br />
  7. 7. Case Study Facts<br /><ul><li>(Donaldson) an American executive for Argos, has been pushed to Europe (Zürich) to form a united European management team for Argos newly acquired compaines.
  8. 8. 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.
  9. 9. Above all this qualifications, he has no experience living and working anywhere in Europe. </li></ul>5<br />
  10. 10. Problems<br /><ul><li>Donaldson has serious family problems.
  11. 11. He speaks no other European language.
  12. 12. He has no experience of gluing a group of companies and management organization together(Europe).
  13. 13. He is not a good listener either communicator.
  14. 14. Argos culture of results oriented(no bad news and make it work).
  15. 15. Argos way of developing leadership talent by using appointing power.</li></ul>6<br />
  16. 16. Recommendations<br /><ul><li>Donaldson needs to be returned to the US early(Besser ein Ende mit Schrecken als ein Schrecken ohne Ende).
  17. 17. Argos need a local European executive to do the job.
  18. 18. Argos must give its US executives more support and cultural guidance.
  19. 19. Argos must manage organizational and behavioral change on several levels.
  20. 20. Waterhouse must play a role in resolving the dilemma.</li></ul>7<br />
  21. 21. Conclusions<br /><ul><li>Identify specific goals for the European team.
  22. 22. Provide Donaldson with cross-cultural coaching and mentoring.
  23. 23. Provide a cross-cultural training for Donaldson family.
  24. 24. Developing leadership talent either domestic or internationally should be an ongoing patnership between an organization and personnel.
  25. 25. Intercultural competence cannot be copied but it can be learned.</li></ul>8<br />
  26. 26. Expatriate Failure<br /><ul><li>Starts with Premature return of the expatriate manager to his/her home country.
  27. 27. Due to the lack of or failure of the firm’s selection and training policies for expatriate managers.
  28. 28. Results in an expatriate’s resignation or premature return from a foreign posting.</li></ul>9<br />
  29. 29. Expatriate Failure Rates<br /><ul><li>16-40% of US expatriates return home early from developed nations
  30. 30. 70% of US expatriates return home early from developing nations
  31. 31. 15-20% of European expatriates return home early from both developed and developing Nations.</li></ul>10<br />
  32. 32. Expatriate Failure Rates<br />11<br />
  33. 33. Reasons for Expatriate Failure<br />1.US Firms<br /><ul><li>Inability of spouse to adjust (top reason)
  34. 34. Manager’s inability to adjust
  35. 35. Other family problems
  36. 36. Manager’s personal or emotional immaturity
  37. 37. Inability to cope with larger overseas responsibilities</li></ul>2.European Firms<br /><ul><li>Inability of spouse to adjust (usually the only reason)</li></ul>12<br />
  38. 38. Four Attributes to Success<br />1.Self-Orientation<br /><ul><li>Strengthen expats high self-esteem, self-confidence and mental well-being</li></ul>2.Others-Orientation<br /><ul><li>Enhance expats ability to interact with host-country nationals (relationship building, willingness to use host language)</li></ul>3.Perceptual Ability<br /><ul><li> Expats ability to empathize and understand why people in </li></ul>host-country behave the way they do<br />4.Cultural Toughness<br /><ul><li>How well an expatriate adjusts to a particular posting tends to be related to the country of assignment</li></ul>13<br />
  39. 39. Training for Expatriate Managers<br />1.Cultural<br /><ul><li>Seeks to foster an appreciation of the host-country’s culture (include spouse and family)</li></ul>2.Language<br /><ul><li>Improves expatriate’s effectiveness and rapport with local employees
  40. 40. Improves expatriate’s ability to relate to foreign culture
  41. 41. Fosters a better image of the firm</li></ul>3.Practical<br /><ul><li>Helps expatriate and family adjust to the daily life of the host country
  42. 42. Uses expatriate community as and informative and supportive network</li></ul>14<br />
  43. 43. Repatriation of Expatriates<br /><ul><li>Often overlooked but a critically important issue
  44. 44. Should be considered the final link in an integrated process that connects:
  45. 45. effective expatriate selection and training
  46. 46. completion of the expatriate assignment
  47. 47. reintegration of the expatriate into their national organization
  48. 48. Successful repatriation contributes to the transfer of knowledge and skills throughout the firm</li></ul>15<br />
  49. 49. 5.References<br /><ul><li>The case study floundering expatriate by Gordon Adler
  50. 50. International human resource management and international assignment book by Michael J. Noreen Heraty and David G.Collings.
  51. 51. What drives and frastrates international assignees? case study by Stahl,Chua and Mendenhall.</li></ul>16<br />
  52. 52. THANK YOU FOR YOUR EARS<br />Questions???<br />

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