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International assignment – PPT (1)

International assignment – PPT (1)

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Published by Preety Mittal

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Published by: Preety Mittal on Sep 22, 2010
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Presented By: Naureen Preety Dharmansh Shakti

Selection Criteria for International Assignments € Those who were best able to deal with their new situation had developed coping strategies characterized by socio-cultural and psychological adjustments including: y Feeling comfortable that their work challenges can be met y Being able to adjust to their new living conditions y Learning how to interact well with host-country nationals outside of work y Feeling reasonably happy and being able to enjoy day-to-day activities .

Types of International Assignments € Short term: up to 3 months y Troubleshooting y Project supervision y A stopgap until a permanent arrangement is found € Extended: up to 1 year y May involve similar activities as short-term assignments € Long term y Varies from 1 to 5 years y The traditional expatriate assignment .

Reasons for International Assignments Position filling. competence. procedures and practices € . y Skills gap. launch of new endeavor. transfer of knowledge.g. technology transfer € Management development y Training and development purposes. e. assisting in developing common corporate values € Organizational development y Need for control.

Approaches to Staffing € Factors affecting approaches to staffing y General staffing policy on key positions at headquarters and subsidiaries y Constraints placed by host government y Staff availability Ethnocentric Polycentric Geocentric Regiocentric .

. Key positions in domestic and foreign operations are held by headquarters¶ personnel. PCNs manage subsidiaries. Limited subsidiary autonomy.Ethnocentric € € € € Strategic decisions are made at headquarters.

PCNs rarely transferred to subsidiary positions. . HCNs manage subsidiaries who are seldom promoted to HQ positions.Polycentric € € € Each subsidiary is a distinct national entity with some decision-making autonomy.

y Color of passport does not matter when it comes to rewards. promotion and development. € View that each part of the organization makes a unique contribution.worldwide integration. € Nationality is ignored in favor of ability: € y Best person for the job.Geocentric A global approach . .

rather than globally. Staff move within the designated region. Staff transfers between regions are rare. Regional autonomy in decision making. .Regio centric € € € € Reflects a regional strategy and structure.

.Expatriates An expatriate is any person living in a different country from where he or she is a citizen.

Roles of an Expatriate € Agent of direct control € Agent of socialization € Network builder € Boundary spanner € Language node .

business class travel) y General exotic nature .A Glamorous Life € International business travelers cite the positives as: y Excitement and thrills of conducting business deals in foreign locations y Life style (top hotels. duty-free shopping.

Host culture issues y Limited cultural training . € € Health concerns y Poor diet.But a High Level of Stress! € € Home and family issues y Frequent absences Work arrangements y Domestic side of position still has to be attended. etc. lack of sleep.

ROLE OF NON-EXPATRIATES People who are based in home country but need to extensively travel abroad to meet customers/suppliers. government officials etc. o . o Performs roles similar to expat.

Please .

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