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.<br /> -Conclusions.<br />3.Interlude<br />4.Facts about International career management;<br /> -Failures, Successes,Training and Repatriation.<br /> 5.Reference.<br />2<br />
<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 management...(Germany expatriate, Cited in Stahl and Chua,2003,case B,p.4)
...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 />
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 />
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.
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. </li></ul>5<br />
Problems<br /><ul><li>Donaldson has serious family problems.
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 />
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 />
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
Improves expatriate’s ability to relate to foreign culture
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
Uses expatriate community as and informative and supportive network</li></ul>14<br />
Repatriation of Expatriates<br /><ul><li>Often overlooked but a critically important issue
Should be considered the final link in an integrated process that connects: