Chapter Seventeen 17 1 EXPATRIATE ASSIGNMENTS INTRODUCTION l
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Chapter Seventeen: 17. 1 EXPATRIATE ASSIGNMENTS INTRODUCTION l EXPATRIATE FUNCTIONS l EXPATRIATE SUCCESS AND FAILURE l SELECTING FOR SUCCESS l IMPLICATING FOR THE MANAGER l SUMMARY l EXERCISE. l
Chapter Seventeen: 17. 2 EVALUATING SUCCESS AND FAILURE The expatriate’s SUCCESS or Failure is evaluated - relative to his/her performance back home - relative to the job description - relative to the circumstances The evaluation is made (formally or informally) by - headquarters managers (including accountants) - the subsidiary - colleagues - subordinates - the expatriate him/herself
Chapter Seventeen: 17. 3 IMPROVING CONDITIONS FOR DEPENDENTS The factors include - cross-cultural and language TRAINING - opportunities to WORK or study - the SIZE of the expatriate community - RELATIONS between the local and expatriate communities - ECONOMIC DISTANCE between local and expatriate communities - perceptions of CULTURAL DISTANCE.
Chapter Seventeen: 17. 4 SELECTING FOR SUCCESS The expatriate manager is more likely to succeed when 1. his/her spouse adjusts 2. he/she adjusts 3. there are no significant family-related problems 4. he/she has a good personality and is mature 5. he/she copes with the expatriate responsibilities 6. he/she is technically competent 7. he/she is motivated to work abroad.
Chapter Seventeen: 17. 5 CRITERIA FOR SELECTION The company expatriates a manager who can - ADAPT his/her skills to the new environment - NEGOTIATE effectively - SOLVE problems - COMMUNICATE effectively - TOLERATE uncertainty - LEARN from experience - INTEGRATE with others - be MOTIVATED to work and live in the new culture.
