Bus 5910 Discussion Unit 7

Midwest Education, Inc. was formed in 1975 by Henry and Mary Dalton, with headquarters in

Kansas City. It is a major supplier of educational resources in the United States. Midwest

Education manufactures and distributes books, manuals, videos, software, and hardware for

use in technology education, institutional development, and corporate applications, in addition

to being a key supplier (Fisher, 2012). Midwest Education's three main divisions are

manufacturing, creative and development, and transportation, service, and maintenance. The

acquisition of a Finnish high-tech firm marked the beginning of the corporation's expansion

into Northern Europe. The largest problem arises when three potential candidates for the

position of plant manager in Finland enroll.

Karin Johnson

They will inject young and enthusiasm into the organization by hiring Karin. She is a terrific

diamond to invest in and polish. She will be useful to the company in the future. Aside from

that, the organization will benefit from her knowledge of the European market. She is young,

which means she is likely to have new information and a dynamic thinking. According to

Ekwall and Karlsson (1999), the Finnish leadership style is more of a quick decision-making

approach, and they will celebrate performance. The issue with hiring her is that she is too

young to be taken seriously by her more senior colleagues. If David Smith recruits her, he

should plan an appropriate expatriation and repatriation strategy for her, as she will be

transferred from Sweden to Finland. They should also invest in her by putting her in a

graduate program or giving her with leadership training. In exchange for a decent education,

they may insert a return of service clause in her contract, mandating her to stay with the

company for a specific period of time.

Sakari Matilla:

Hiring Sakari Matilla could save them money on expatriation and repatriation fees. Sakari will

have no trouble adjusting because he has spent his entire life living and working there. He is

extremely informed about the industry and the culture of the people, and they adore him.

Because he speaks the native language, there is no linguistic barrier. The disadvantage of

hiring him is that his recommendations are based on his previous employment in Finland.

Because he hasn't had the chance to engage with people from other cultures, product

innovation may be slow. If David Smith hires him, he should be given a benefits package. In

order for him to become more imaginative, the organization should also equip him with

leadership training and education on how to unleash his inner creativity.

John Adams:

John Adams is another plausible candidate. He may bring his American experience and ideas

to Finland, resulting in creativity through the merging of two cultures. He may also impart his

knowledge to Finnish employees and instill Americanization in Midwest Education Inc.'s

Finnish corporate culture. As shown in the case study, he is also concerned about the

production quality. The disadvantage of hiring him is that he is not committed to staying in a

foreign country for an extended period of time. He merely wishes to gain work experience in

another country. Because he will want to bring his family with him, sending him to work in

Finland will incur additional fees. If he gets a job, he should have a good Expatriation and

Repatriation plan in place. Paid time off, cultural training before leaving the US and upon

arrival in the host country, and so on.

My Opinion:

David Smith should hire Karin Johnson as production manager. It is less expensive; she offers

youthfulness, new information, abilities, aggression, and excitement to the team. While one's

experiences are important when applying for a job, motivation is more important. The
disadvantages of hiring her could be addressed in a short period of time. The disadvantages of

the other two choices will linger. As a result, it is vital to thoroughly explore all aspects before

making a hiring selection.

Conclusion:

Every organization wishes to go worldwide. It is tough to select the right person to be sent to a

remote location to fill a vacant role since this person must be open-minded and prepared for

what may occur upon arrival. Every person has a distinct viewpoint on the cultures of other

countries. The organization should plan a good expatriation and repatriation program for the

selected employee and his family. Training the expatriate and their family together could

provide them with the knowledge and time they need to fit in and acclimate to the culture.

References

Fisher, A. K. (2012). Corporate Human Resource Management in an International Setting.

Journal of Business Case Studies, 621-626.

Chew, J. (2004). Managing MNC Expatriates through crises: A challenge for international

human resource management, Research and Practice in Human Resource Management,

12(2), 1-30