BU350 Organizational Behavior

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.

Introduction

U.S Domestic market as compared to the other developed countries has for the past years grown and has attracted a huge number of international investors within and outside the country. However there is a growing demand for Therefore these countries   demand for expatriate managers because US managers have failed terribly. This paper will explore on the reasons for failure of U.S expatriate managers and the competencies that will ensure success for expatriates. It will also tackle on two types of cross-cultural training that will assist departing managers to adjust to foreign culture.

Reasons for failure of U.S Expatriate managers

Expatriate failure can be termed as a posting that is not well-effected by the senior management and ends up prematurely. Failed tasks in the overseas are considered to be more expensive than the ones emerging close to home. Most expatriate managers’ experience mixed emotions of excitement and anxiety while at their new postings. Since they are under pressure to adapt to the new environment, their responsibilities widen and they spend a lot of hours at work. Results can be frustrating because  there will be unhealthy and unhappy relationships between married couples. Marriage breakdowns can result to postings of expatriates being terminated and their overall performance impaired (Bhagat, 1983).

Cultural differences and inflexibilities otherwise known as “cultural shock” in the foreign countries can be overwhelming for the expatriate managers. Most managers are put under the spotlight to adapt faster to the new environment and its cultures yet people do not realize that transformation and adapting to a new environment and its cultures takes a reasonably large period of time.

Responsibilities of expatriate managers seem to be more in foreign countries than in their homeland. In most cases they are required to supervise and train more people than they handled initially. Such increase in numbers could be overwhelming and difficult for one to handle. Other emerging challenges are that of the head office managers who may not be in position to comprehend the cultural and religious differences. Most managers have had instances of physical exhaustion and emotional breakdown as a result of overworking and increased levels of stress (Brislin & Bhawuk, 2000).The result can be managers reduced effectiveness at work and illness which tend to interrupt the work progress.

Competencies to ensure success for expatriates

Individuals with outgoing personalitiesare bound to adapt faster in a new environment than the introverts. This is because they can build relationships with key stakeholders and new staff members with more ease. One cannot afford to be shy in a foreign country since he or she cannot achieve healthy relationships with other people. To ensure success for expatriates, the management has to select people with outgoing personalities.

Cultures differ from one region to another thus individuals with the knowledge of ethnic diversity tend to adapt better than those who are inexperienced with diverse cultures. People who have a history of immigration and were part of the experience can adapt well in other communities. To enhance success for expatriates the management has to choose people who have a diverse knowledge in culture and can relate well with people from different ethnical backgrounds.

Types of cross-cultural training (help departing managers adjust to foreign culture)

Cross-cultural programs are implemented for preparing people in advance who would opt to live and adapt in another culture (Fowler & Blohm, 2004).Therefore, culturally appropriate behaviors ought to be introduced and practiced to enhance healthy adaptations. Cross cultural training can be grouped into culture-general training and culture-specific training. In culture-general training, participants are introduced to the perspectives and mindsets of the new culture and are given new insights about the environment in general whereas cultural-specific training aIDresses the daily interactions among individuals form different backgrounds and are in coalition with their employer(s).Training helps individuals develop skills and healthy interactions with partners from different cultures.

Conclusion

Cross-cultural training is an ideal element in developing and promoting an individuals’ interest towards foreign goals and objectives within a working environment. Studies have shown that cross-cultural trainings help expatriates to adapt well in the foreign countries. The ability to communicate and interact from a cultural, religious perspective is enhanced.

References

Brislin, R. & Bhawuk, D. (2000). Cross-cultural training: Research and innovations. In Social psychology and cultural context (pp. 205-216). Thousand Oaks, CA: Sage

Publications.

Fowler, S. M., & Blohm, J. (2004). An analysis of methods for intercultural training. In , Handbook of intercultural training (3rd ed., pp. 37–84). Thousand Oaks, CA: Sage.

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