1. Developing a Global Management Cadre
Chapter 10

2. Maximizing Global Human Resources
Important areas of attention
To maximize long term retention and use of international cadre through career management so that the company can develop a top management team with global experience
To develop effective global management teams
To understand, value, and promote the role of women and minorities in international management in order to maximize those underutilized resources
To maximize the benefits of an increasingly diverse workforce in various locations around the world
To work with the host country labor relations system to effect strategic implementation and employee productivity.

3. Skills Learned Abroad Managerial skills Tolerance for ambiguity
Multiple perspective
Ability to work with and manage others

4. Developing an International Management Cadre
Preparation, Adaptation, and Repatriation
The Role of the Expatriate Spouse
Expatriate Career Management
The Role of repatriation in developing a global management cadre

5. Phases in the Expatriate Transition Process
The exit transition from the home country, the success of which will be determined largely by the quality of preparation the expatriate has received;
the entry transition to the host country, in which successful acculturation (or early exit) will depend largely on monitoring and support; and
the entry transition back to the home country or to a new host country, in which the level of reverse culture shock and the ease of re-acculturation will depend on previous stages of preparation and support.

6. Organizational Culture Organizational Socialization
The Adjustment Model
Job
Nonwork
Individual
Mode of Adjustment
Organizational Culture
Organizational Socialization

7. Culture Shock
Culture shock is a state of disorientation and anxiety about not knowing how to behave in an unfamiliar culture. The cause of culture shock is the trauma people experience in new and different cultures, where they lose the familiar signs and cues that they had used to interact in daily life and where they must learn to cope with a vast array of new cultural cues and expectations.

8. Stages of Culture Shock
Honeymoon – when positive attitudes and expectations, excitement, and a tourist feeling prevail
Irritation and hostility – the crisis stage when cultural differences result in problems at work, at home, and in daily living
Gradual adjustment – a period of recovery in which the “patient” gradually becomes able to understand and predict patterns of behavior, use the language, and deal with daily activities, and the family starts to accept their new life
Biculturalism – the stage at which the manager and family members grow to accept and appreciate local people and practices and are able to function effectively in two cultures

9. Subculture Shock
Subculture shock occurs when a manager is transferred to another part of the country where there are cultural differences – essentially from what she or he perceives to be a “majority” culture to a “minority” one.

10. Categories of Success for Expatriate Managers
Job factors
Relational dimensions such as cultural empathy and flexibility
Motivational state
Family situation
Language skills

11. Major Causes of Expatriate Failure
Selection based on headquarters criteria rather than assignment needs
Inadequate preparation, training, and orientation prior to assignment
Alienation or lack of support from headquarters
Inability to adapt to local culture and working environment
Problems with spouse and children – poor adaptation, family unhappiness
Insufficient compensation and financial support
Poor programs for career support and repatriation

12. Repatriation of Expatriates Reasons for Returning
Duty is finished overseas
Want children educated in a home-country school
Not happy with the overseas assignment
Spouse or children do not want to stay
Fail to do a good job at the task assigned

13. Repatriation of Expatriates Readjustment Problems
The “out of sight, out of mind” syndrome
Organizational changes made during the time the individual was abroad may make one’s position redundant
Technological advances in the parent headquarters may render one’s existing skills and knowledge obsolete

14. Support Systems for a Successful Repatriation Program (as recommended by Tung)
A mentor program to monitor the expatriate’s career path while abroad and upon repatriation
As an alternative to the mentor program, the establishment of a special organizational unit for the purposes of career planning and continuing guidance for the expatriate
A system of supplying information and maintaining contacts with the expatriate so that he or she may continue to feel a part of the home organization.

15. Global Management Teams
The term global management teams describes collections of managers from several countries who must rely on group collaboration if each member is to experience the optimum of success and goal achievement.

16. Global Teams in the Modern Global Enterprise (Exhibit 10-2)
Global Global Networked International
Environment Strategy Global Teams
Organization
Global competition;
Technological
developments;
Markets;
Government policies
Optimizing
global
resources for
competitive
advantage
Global coordination
and integration;
local responsiveness;
organizational
structure, systems;
personnel policies
and reward systems
that support
cooperation
Cosmopolitan
HQ’s teams; strategic
development teams;
HQ’s subsidiary teams;
technology transfer
teams; coalition (joint
venture) teams

17. The Role of Women in International Management (Adler’s recommendations)
Avoid assuming that a female executive will fail because of the way she will be received or because of problems experienced by female spouses
Avoid assuming that a woman will not want to go overseas
Give female managers every chance to succeed by giving them the titles, status, and recognition appropriate to the position – as well as sufficient time to be effective.