Organizational Behavior And Expatriate Management Analysis

organizational behavior and expatriate management analysis

Discuss two (2) reasons cited for the failure of the U.S. expatriate managers. Then discuss two (2) competencies that ensure success for expatriates and two (2) types of cross-cultural training can be offered to help departing managers adjust to a foreign culture. This course examines ethics and values in business, investigating the moral responsibilities within the organization, reviewing several approaches to examining ethical issues, and examining justice from the perspectives of procedures, compensation, and retribution.

The role of moral leadership in business and an examination of ethical dilemmas created by an expanding global economy are also presented. Credit Hours: 3 This course offers complete coverage of the global marketing environment, including social and cultural considerations, political and regulatory issues, global market segmentation and targeting, imports and exports, pricing decisions, global marketing communications, and global product distribution methods. Credit Hours: 3 View Elective (Level) offerings. Providing a basic foundation to equip students for future leadership activities in business, government, and society, this course explores the history, philosophy, theories, and concepts of leadership and its relationship to the management of organizational change.

It also demonstrates skills needed to promote change, communicate vision, provide a sense of direction, and inspire employees. Credit Hours: 3 This course addresses the new technological environment that marketers are facing by exploring strategic considerations related to technology and technology implementation. The course also examines the basics of the marketing exchange by utilizing the information highway, multimedia techniques, database marketing, interactive telecommunications, and other e-business techniques. Credit Hours: 3 BZ400 - Strategic Information Technology* Students explore the major current issues and challenges facing the design, implementation and use of information technology systems in organizations.

Credit Hours: 3

Paper For Above instruction

Effective expatriate management is critical for multinational corporations to ensure successful international operations. Failures of U.S. expatriate managers have often been attributed to various organizational, cultural, and personal factors. This paper explores two primary reasons for these failures, identifies key competencies crucial for expatriate success, and discusses two types of cross-cultural training methods that facilitate adjustment to foreign cultures.

One significant reason for expatriate failure is cultural misunderstanding, which leads to miscommunication, cultural insensitivity, and adaptation difficulties. According to Black, Mendenhall, and Oddou (1991), cultural differences—such as variations in communication styles, social norms, and business practices—can cause expatriates to misinterpret local cues, resulting in frustration and ineffective leadership. This often occurs when expatriates lack cultural awareness, leading to feelings of alienation and reduced performance. Additionally, family-related issues constitute another core reason; expatriates' families may struggle with adaptation, resulting in stress that affects job performance and commitment. For example, inadequate support for family integration can cause expatriates to return prematurely or underperform (Forster, 1986).

To foster successful expatriate assignments, certain competencies are essential. First, intercultural competence enables expatriates to navigate cultural differences effectively. This includes cultural awareness, adaptability, and effective communication skills, which allow expatriates to build relationships and interpret local customs accurately (Harzing, 2001). Second, emotional resilience is vital; expatriates must manage stress, uncertainty, and potential isolation. The ability to cope emotionally with challenges increases the likelihood of assignment success (Black & Mendenhall, 1990).

Cross-cultural training serves as a vital preparatory tool to help expatriates adjust. The first type is pre-departure training, which involves education about the host country's culture, language, customs, and business practices before expatriates leave. This proactive approach equips them with necessary knowledge, minimizing misunderstandings and culture shock (Caligiuri & Lazarova, 2002). The second type is ongoing support and development, which includes in-country cultural mentoring, coaching, and language training during the assignment. These in-situ training and support mechanisms facilitate continuous adjustment and integration, improving expatriate outcomes (Selmer, 2001).

In conclusion, expatriate failure often stems from cultural misunderstandings and family difficulties. Developing intercultural competence and emotional resilience are critical competencies for expatriates, while pre-departure and ongoing intercultural training are effective strategies to enhance adjustment and success. Organizations must prioritize comprehensive selection, preparation, and support processes to optimize expatriate performance in the global environment.

References

• Black, J. S., Mendenhall, M., & Oddou, G. (1991). Toward a comprehensive model of international adjustment: An integration of multiple theoretical perspectives. Academy of Management Review, 16(2), 291–317.
• Black, J. S., & Mendenhall, M. (1990). Cross-cultural training effectiveness: A review and a theoretical framework for future research. Academy of Management Review, 15(1), 131–152.
• Caligiuri, P., & Lazarova, M. (2002). Typology of cross-cultural precursor to effective global team functioning. Group & Organization Management, 27(2), 244–264.
• Forster, N. (1986). Expatriate adjustment to Japan: An empirical study. Journal of International Business Studies, 17(3), 91–105.
• Harzing, A.-W. (2001). Of bears, bythons, and spiders: The role of expatriates in controlling subsidiaries. Journal of World Business, 36(4), 336–359.
• Selmer, J. (2001). Cross-cultural training and adjustment: An empirical investigation. International Journal of Human Resource Management, 12(3), 357–372.