5. Women represent an underutilized resource in interna-tion.docx

5. Women represent an underutilized resource in interna-
tional management. A major reason for this situation is
the assumption that culturally based biases may limit
the opportunities and success of female managers and
employees.
6. The labor relations environment, system, and processes
vary around the world and affect how the international
Discussion Questions
1. What steps can the company's IHRM department take to
maxi-
mize the effectiveness of the expatriate's assignment and the
long-
term benefit to the company?
2. Discuss the role of reverse culture shock in the repatriation
process. What can companies do to avoid this problem? What
kinds of skills do managers learn from a foreign assignment,
and how can the company benefit from them? What is th e
role of repatriation in the company ' s global competitive
situation?
Application Exercise
Interview one or more managers who have held positions over-
seas. Try to find a man and a woman. Ask them about their
experiences both in the working environment and in the foreign
country generally. How did they and their families adapt? How
Experiential Exercise
Form groups of six students, divided into two teams, one rep-

resenting union members from a German company and the
other representing union members from a Mexican company.
These companies have recently merged in a joint venture, with
the subsidiary to be located in Mexico. These union workers,
all line supervisors, will be working together in Mexico. You
Internet Resources
Visit the Deresky Companion Website at
www.pearsonhighered.com/deresky for this chapter's Internet
resources.
r -- _J 4..- ..,
CASE STUDY
Expatriate Management at AstraZeneca
CHAPTER 10 • DEVELOPING A GLOBAL MANAGEMENT
CADRE 32 5
manager must plan strategy and maximize the productiv-
ity of local human resources .
7. Labor unions around the world are becoming increas-
ingly interdependent because of the operations of MN Cs
worldwide, the outsourcing of jobs around the world, and
the "leveling of the playing field" for jobs.
3. What are the reasons for the small numbers of female
expatriates?
What more can companies do to use women as a resource for in-
ternational management?
4. What is a virtual global management team? How do the
members
interact? Discuss the advantages and the challenges faced by
these
teams. Give some suggestions as to how to maximize the effec-

tiveness of virtual teams across borders.
5. Discuss the reasons behind the growing convergence and
interde-
pendence of labor unions around the world.
did they find the stage of reentry to headquarters, and what
were the effects of the assignment on their career progression?
What differences do you notice, if any, between the experiences
of the male and the female expatriates?
are to negotiate six major points of agreement regarding union
representation, bargaining rights, and worker participation in
management, as discussed in this chapter. Present your findings
to the other groups in the class and discuss. (It may help to read
the Comparative Management in Focus: Motivation in Mexico
feature in Chapter 11.)
Over the years, AstraZeneca Pie (AstraZeneca) has developed a
strong reputation for its expatri-
ate management practices. Expatriate management at
AstraZeneca went beyond tackling issues
such as compensation, housing, issues related to the spouse's
career abroad, etc. It also took care
to ensure that employees on international assignment were able
to adapt well to the new environ-
ment and achieve a work/life balance. With the global economic
situation continuing to be grim,
AstraZeneca also began placing emphasis on a "more thoughtful
planning and selection process"
of candidates for international assignments. 1
326 PART 4 • GLOBAL HUMAN RESOURCES
MANAGEMENT

Source: Deloitte Services LP.
AstraZeneca is the world's fifth-largest pharmaceutical company
by global sales.2 It is
headquartered in London, UK and Sodertalje, Sweden. For the
year 2008, AstraZeneca's
revenues were US$31.6 billion and it employed around 66,000
employees. As of 2009,
AstraZeneca had around 350 employees working on
international assignments in 140 coun-
tries worldwide. These were employees who were on short-term,
long-term, or commuter as-
signments.3 According to Ashley Daly (Daly), senior manager
of international assignments
for AstraZeneca in the U.S., the company's employees were
mainly concentrated in Belgium,
the U.S., and the UK, but they "also have a significant presence
in the Asia-Pacific and Latin
America regions." 4 AstraZeneca's policy stipulates that for any
international assignment, there
had to be a business rationale. The company saw to it that the
costs involved were acceptable,
and that the career management of the employee during the
assignment was consistent with
personal development goals as well as business needs . The
contractual arrangements for the
assignment were also centrally managed. 5 "From the outset, if
there is not a clear sense of how
the international assignment experience cart be applied at the
end of the assignment term-at
least in broad terms-the business should strongly consider
whether an international assign-
ment should even move forward," 6 said Daly.
Once an assignment offer was made to a potential expat,

AstraZeneca paired them up with
an international assignment manager ("IA manager"), who
briefed them on company policy
and opportunities for cultural and language training. Before
leaving for their international
assignment, employees were provided training in a workshop
that focused on relevant issues
(such as leaving the destination location and returning back to
the home country). The expats
were given information about the culture of the destination
country-particularly differences
with the home country-as well as social considerations and do's
and don'ts. If necessary, the
employee and his/her spouse were given training in the local
language. Tessi Romell (Romell),
research and development projects and HR effectiveness leader
at AstraZeneca, said that the
company also helped connect new expats with those who had
already served in that location.
Sometimes, follow-up workshops were held in the host country.
Once on assignment, expats
stayed in touch with their IA manager in addition to the
manager they reported back to in the
home country. AstraZeneca saw to it that expats were given the
necessary flexibility required
for them to achieve a work/life balance. "AstraZeneca is really
good at allowing people to man-
age their own time and being aware that we are working across
different time zones. It's always
something that we try to take into consideration so we don't
have people [taking care of work
matters] in the middle of the night,"7 said Romell.
With AstraZeneca taking various initiatives on this front, there
were few complaints about

work/life balance among the company's expat population.
Romell attributed this to the mecha-
nisms the company had put in place to prepare the employees
for life in a different country. "It's a
combination of things that the company is doing and having a
culture that is supportive of work/
life balance, as well as encouraging individuals themselves to
think about their own work/life
balance,"8 she said. Experts too felt that the practices followed
by AstraZeneca, such as prepar-
ing the employees for international assignments, providing them
with support, and assigning IA
managers, were effective. They lauded AstraZeneca's practices,
which were in contrast to those of
many companies that rushed employees to foreign assignments
without adequate support. Chris
Buckley, manager of international operations for St. Louis-
based Impact Group Inc., pointed out
that the expats knew that the organization was spending a lot of
money on them and they might
be wary about coming up with any complaints regarding their
new assignment with their boss. In
such a scenario, contact with the IA manager was useful, as it
could encourage them to open up.
CHAPTER tO • DEVELOPING A GLOBAL MANAGEMENT
CADRE 327
With the economic situation around the globe continuing to be
grim, experts felt that organi-
zations would be forced to take a second look at the costs
associated with international staffing.
Some felt that organizations would send fewer people on
international assignments, or allot them

to shorter terms abroad.- They even predicted that the high
compensation and benefits gener-
ally associated with foreign assignments could also see cuts.
While AstraZeneca had also taken
measures to cut costs (specifically tax costs) by sending
employees on short-term assignments,
Daly noted that this was not always possible. When the expat
had a family and was being posted
for a longer term, Daly pointed out that some of the elements of
AstraZeneca's expat packages,
such as comprehensive destination support and educational
counseling for expatriate children,
played a critical role in ensuring the employee's productivity.
These supports ensured that the
expatriate family was able to settle down in the host country.
Not providing them could result in
employees not being able to focus on their new job, putting the
company's investment at risk.
So, the company was not looking at this issue in terms of
expenditures alone. The company also
did not have any plans to decrease the number of its staff
deployed internationally. According to
Daly, "Our recent focus has been less on reducing numbers of
international assignees and more
on making the right decisions about who goes on assignment;
why they go; and perhaps most
important, how the skills and experience gained abroad will be
leveraged in their next role, post
assignment."9
Case Questions
1. Critically analyze AstraZeneca's expatriate management
practices.
2. According to the 2007 Expatriate Work/Life Balance Survey,
65 percent of expats report feel-

ing the strain of managing the demands of work and home,
leading to more anxieties at home
and at the workplace. What steps can an organization take to
mitigate this?
3. What decisions related to expatriates can organizations take
to maximize the benefits to the
company despite the ongoing economic recession? Do you think
a company that paid more
careful attention to selection could further boost their chances
of success?
References
1. Tanya Mohn, "When U.S. Home Isn't Home Anymore,"
www.mydigitalfc.com, March 10,
2009.
2. "The Pharm Exec 50," www.phannexec.com, May 2009.
3. www.ideas.astrazeneca.com.
4. Susan Ainsworth, "Expatriate Programs," http://pubs.acs.org,
April 6, 2009.
5. "AstraZeneca Global Policy: People," www.astrazeneca.com.
April 6, 2009.
7. Julie Cook Ramirez, "Finding Balance Abroad,"
www.hreonline.com, August 1, 2009.
9. Susan Ainsworth, "Expatriate Programs," http://pubs.acs .org,
April 6, 2009.
Suggested Readings

2. "The Pharm Exec 50," www.pharmexec.com, May 2009.
April 6, 2009.
4. Tanya Mohn, "When U.S. Home Isn't Home Anymore,"
www.mydigitalfc.com, March 10,
2009.
5. 2007 Expatriate Work/Life Balance Survey
6. "AstraZeneca Global Policy: People," www.astrazeneca.com.
7. www.ideas .astrazeneca.com.
8. www.astrazeneca.com.
This case was written by Debapratim Purkayastha, ICMR Center
for Management Research (ICMR). It was compiled
from published sources, and is intended to be used as a basis for
class discussion rather than to illustrate either effective
or ineffective handling of a management situation.© 2010,
ICMR. All rights reserved. Used with pennission, 2012.
UNIVERSITY OF THE CUMBERLANDS
ITS 833 – INFORMATION GOVERNANCE
SPRING – IG BI-TERM 2019
SEMESTER PROJECT – PHASE III
SUBMISSION DEADLINE: 2/24/2019 11:30 P.M. Eastern
Standard Time

Phases I and II were designed to assist you in beginning to
analyze major components or
factors that ultimately affect the Information Governance Plan
that you design for Merchant Bank
of America.
INSTRUCTIONS FOR PHASE III
It is your task to now add the “content” to the outline for the
Information Governance
Plan/Program. That is you are to prepare an Information
Governance Policy/Program for
Merchant’s Bank of America, as it pertains to the bank’s
Merchant Customers who allow
their customers to buy on credit using their credit cards, for
which they maintain a checking
account in your company, MBA’s, banking institution.
Recall, for each of your merchant customers who are engaged in
credit card sales, at the
time SCP deposits Merchant Bank of America’s credit card
processing fee into MBA’s account,
and deposits MBA’s merchant payment amount into the
merchant’s bank account with MBA, SCP

will also provide MBA (your employer) with the details of each
transaction. At the end of the
month, MBA will provide its merchant customers (depositors)
with detailed information for each
transaction. After all, the amount deposited into the merchant
customer’s bank account held with
MBA will certainly show up as a “MERCHANT BANK
DEPOSIT”. That is, it will appear on the
merchant customer’s bank statement as a deposit. For every
single transaction wherein your
merchant customers have allowed their customer to purchase
something on credit using their credit
card, you will get the detail of the transaction. SCP will send
you the name of your merchant
customer (depositor), their account information, the name and
credit card information and
transaction information for each customer of your merchant who
made a credit card purchase. The
information you are provided will also include the dates of each
transaction, the name and relevant
information for the credit card holder’s Issuing Bank, that
bank’s interchange fee charged for the
transaction, SCP’s fee charged, the fee that SCP withheld from
your merchant customer’s sales

proceeds for you MBA’s fee, and the net amount deposited into
your merchant customer’s
checking account.
Your IG program must protect sensitive information and must
comply with the law
regarding what you can and cannot retain and/or share. It must
also be complaint with PCI DSS.
You want a program that will allow you to identify information
early that is required for legal
holds, but you do not want to retain information beyond the
required period of time. All IG policies
or programs are somewhat different and unique to the industry
and to the organization. Here, your
IG program will be unique to MBA, its Merchant Customers,
and their credit card holding
customers.
There are a number of sample Information Governance
Policy/Program templates and
samples on the internet. Attached to the end of this document is

just one sample Information
Governance Framework template that was copied verbatim from
the website
https://www.infogovbasics.com/creating-a-policy/. This
framework gives you an idea of the
minimum items that might be included generally in an IG Plan.
Please take into consideration that
it may not be complete for your industry or organization.
I have downloaded and saved for your review in the CONTENT
section, subdirectory on
SEMESTER PROJECT¸ subfolder SAMPLE IG PLANS a few
samples from the internet. You
may review them for a flavor of how different IG Plans may be
for organizations in the same
industry, and even for companies managed by the same
organization. Also, please feel free to
browse the internet to get a flavor for what an actual IG
Policy/Program might look like. Also,
take into consideration the requirements promulgated by the PCI
DSS security council. If you
desire, you may use the template attached to the end of this
document as GENERAL outline for
how you might choose to format your IG Policy/Program for

MBA, but remember you will need
to make modifications that will make it suited for the industry
and specifically for MBA, as it
applies to its merchant customers.
It is certainly not a requirement that you use either the attached
sample as a guideline for
formatting your own IG Policy/Program, or that you use
anything that you may find on the internet.
You may design your own format for an IG Policy/Program for
MBA that is far superior to
anything that you find online. If that is the case, then use your
own model! It makes no difference
how you arrived at the final format you use for the IG
Policy/Plan/Program that you submit, as
long as you give credit to all source(s), that you looked to in
formulating or designing your IG Plan
or any portion of your plan.
The sample at the end of this document is merely attached for
your convenience as one
example of the minimum type of information that might be
contained in your IG policy/program.
Do as much research from all sources you have access to or can

locate to determine how you want
to format your own IG Policy/program, and the types of things
you will include. If you decide to
use the attached sample, or anything you find on the internet,
you are required to customize either
to meet the distinct characteristics and needs of MBA and to
add the detail required. Please know,
this assignment DOES NOT consist of submitting an outline for
MBA. This assignment is to
submit “THE” Information Governance Plan for MBA, complete
with detail.
That is, please do not misconstrue the sample/example format
attached hereto or any
outlines that you find on the internet that are generic in nature.
Those are merely outlines for what
I am asking you to develop in this assignment. They are
skeletons that contain only headings for
the content that you will include in the IG Policy/Plan/Program
that you develop in Phase III. That
is, what follows is merely an Information Governance
Framework.
The purpose of the Information Governance framework is to
formally establish an

organization’s approach to Information Governance. No two
Information Governance programs
are the same, so each framework will be unique to the
organization but any program should, as a
minimum, cover the following areas.
https://www.infogovbasics.com/creating-a-policy/
https://www.infogovbasics.com/creating-a-policy/
In other words, in Phase III, you must include actual content or
provide instruction for a
minimum of the sections listed below, and include your own
additional subsections where
appropriate. For example, should you find an example or
sample IG Program/Policy/Program
similar to the following framework you should interpret it as
follows:
Roles and Responsibilities
Use sentence here that talks about the Roles and
Responsibilities of those responsible for the IG
Plan/Program/Policy. The first major section of most
frameworks clearly defines key roles of the
individuals responsible for implementation, audit, update,

accountability and revision of the IG
plan for the organization, and the responsibilities for each, and
may include:
Information Governance Committee: Description of the
representatives of the committee goes
here, followed by a description of their roles and
responsibilities.
Information Governance Team:____
Information Risk Management:____
Information Asset Management:___
Records Manager:____
Line-of-Business Managers:____
Employees:____
“Roles and Responsibilities” is merely a category or heading for
one portion of the IG
policy/program that you design. The section that reads, “Use
sentence here that talks about the
Roles and Responsibilities of those responsible for the IG
Plan/Program/Policy. The first major
section of most frameworks clearly defines key roles of the
individuals responsible for

implementation, audit, update, accountability and revision of
the IG plan for the organization, and
the responsibilities for each, and may include:” is nothing more
than an instruction from me to
you describing the section. It is more of a tip from me to you,
and is not to be construed as the
actual content for your IG Program/Policy/Plan. Then the 7
lines that follow are just examples of
what might be key players in this particular example. In your
IG Plan that you submit to me, if
you have a section that looks like this, then you must also
include an actual description of the roles
and responsibilities for each entity/position that you have listed.
You will not include in your IG
policy/program that you design the descriptions of what each
category is used for as I did in my
example to you.
Please use entire sentences rather than phrases in your IG
Program/Plan/Policy (whichever
you choose to call it). Remember that I said I want you to use
complete sentences, and complete
paragraphs where applicable. Please do not just give me listings
like that which is included in the
outline for Roles and Responsibility example above. DO NOT

GIVE ME BULLETED ITEMS
with no descriptions or explanations in sentence form. The IG
policy/program that you submit
should be so much more than just bullet items followed by
phrases (or nothing at all). You will
lose a significant number of points if you ignore this
instruction. Phase III is not conducive to
using the APA format or any other similar format. Use your
own formatting but make sure that
you follow my guidelines and do not simply give me bullet
items or lists with no explanation of
what it is or why you are including it in your list.
Please, do not attempt to plagiarize or copy another IG policy
that you find on the internet
(or anywhere else). Remember, I will run the IG Policy that
you submit through a plagiarism
checker that will compare it with others on the web and with
those of the other students in the
class. Where a match is found, the source is also disclosed. In
addition, your paper will be broken
down and will display the percentage of your entire paper was
plagiarized from a source other than

your own independent creation. If you use anything from an IG
policy that you find on the Internet,
please give credit to the source so that the plagiarism issue will
not come up. If you and another
student both copy directly from the same outside source, but do
not give credit to that source, there
are times when the plagiarism checker will tag your paper as
being identical to that of the other
student. And the other student’s paper is identified as being
plagiarized from the outside source.
So, if you use anything from an outside source, please cite to
the source and provide me with the
source so that I may look at the source to see just how similar
your work is.
The IG Policy that you develop should be specific to Merchant
Bank of America, and
designed specifically to meet the organizational needs, and
should be limited in scope to MBA as
it applies to its Merchant customer. (What I mean by this is
that while MBA is a commercial bank
with for example, a loan department, your IG Program, will not
address that department as it does
not impact the credit card function of MBA’s merchant

customers.) Explain any decisions or
assumptions you have made for MBA that were not outlined in
the description of the company.
This phase (phase III) of your project is due no later than at
11:30 p.m. Eastern Standard
Time on Sunday, February 24, 2019. Make sure to submit the
project in WORD format. Use 1
inch top, bottom, left and right margins on each page. Include a
cover page that will contain the
Course name and number, semester term, your full name,
student id, and the title of your paper:
This portion of the semester project is worth 15% of the overall
grade.
You should submit this assignment using iLearn. Go to the
content section where you will
see a folder labeled “SEMESTER PROJECT. Select that folder.
You will then see a subfolder for
PHASE III, and in that the instructions and link for uploading
Phase III in the form of a WORD
document.

Again, this assignment must be submitted no later than 11:30
p.m. Eastern Standard Time
on Sunday, February 24, 2019. Assignments will not be
accepted late. This means that you should
not plan to contact me at 11:35 p.m. or 11:59 p.m. in order to
request that I accept a late submission.
I will not.
SAMPLE TEMPLATE FOR THE MINIMUM FRAMEWORK
AND
FORMAT OF AN INFORMATION GOVERNANCE POLICY
The remainder of this paper was reproduced for educational
purposes in its
entirety from: https://www.infogovbasics.com/creating-a-policy/
A Definition of Scope
The framework should begin by establishing the full extent of
the Information Governance program.
An example of this could be:
“The Information Governance framework covers all staff that
create, store, share and dispose of information.
It sets out the procedures for sharing information with

stakeholders, partners and suppliers. It concerns the
management of all paper and electronic information and its
associated systems within the organization, as
well as information held outside the organization that affects its
regulatory and legal obligations.”
Roles and Responsibilities
The first major section of most frameworks clearly define key
roles and their responsibilities,
including:
Information Governance Committee
Information Governance Team
Information Risk Management
Information Asset Management
Records Manager
Line-of-Business Managers
Employees
Information Policies
Information Governance covers a wide range of policies. The
framework should set out which
corporate policies are relevant to the Information Governance
program. These may include:
▪ Information security policy

▪ Records management policy
▪ Retention and disposal schedules
▪ Archiving policy
▪ Data privacy policy
▪ ICT policy
▪ Information sharing policy
▪ Remote working policy
Information Procedures
A major part of the Information Governance framework should
set out how the organization and its
employees work with information. This can be broken into
separate sections covering:
▪ Legal and regulatory compliance
▪ Creating and receiving information
▪ Acceptable content types
▪ Managing the volume of information
▪ Managing personal information
▪ Storing and archiving information

▪ Collaboration and sharing information
▪ Disposing of information
Working with Third Parties
As more and more information that affects a business is created
and stored elsewhere it is essential
to establish how the organization operates and shares
information with stakeholders, partners and
suppliers. The framework should:
▪ Define the policies for sharing information with third parties
▪ Define how the organization can manage how third parties
handle personal and confidential information
▪ Define how Information Governance fits within supplier
relationships and contractual obligations
▪ Define measurement and metrics for third party meeting the
organization’s Information Governance
goals
Disaster Recovery, Contingency and Business
Continuity
The framework should set out the organization’s approach to:
▪ Reporting information losses
▪ Reporting information security breaches
▪ Incident management and escalation

▪ Back up and disaster recovery
▪ Business continuity management
Auditing, Measurement and Review
Information Governance is a continuous improvement process
so it must be underpinned by a
continuous monitoring procedure. The framework can set out
the organization’s approach to:
▪ Monitoring information access and use
▪ Monitoring effectiveness of regulatory compliance
▪ Monitoring the effectiveness of information security policy
and procedure
▪ Monitoring of ICT and storage infrastructure performance
▪ Risk assessment and auditing
▪ Information Governance review
Like many things in Information Governance, there is a balance
to be achieved with the
Information Governance framework. The more comprehensive
the document, the better.
However, it shouldn’t become so large and unwieldy that it ends
up gathering dust on the shelf.

5. Women represent an underutilized resource in interna-tion.docx

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