1. Chapter Seventeen: 17.1 EXPATRIATE ASSIGNMENTS
INTRODUCTION
EXPATRIATE FUNCTIONS
EXPATRIATE SUCCESS AND FAILURE
SELECTING FOR SUCCESS
IMPLICATING FOR THE MANAGER
SUMMARY
EXERCISE.

2. 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

3. 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.

4. Chapter Seventeen: 17.4 SELECTING FOR SUCCESS
The expatriate manager is more likely to succeed
when
his/her spouse adjusts
he/she adjusts
there are no significant family-related problems
he/she has a good personality and is mature
he/she copes with the expatriate responsibilities
he/she is technically competent
he/she is motivated to work abroad.

5. 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.