Post on 05-Apr-2018
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MANAGING INTERNATIONAL
TRANSITIONS
Topic 6
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REFERENCES
Ferraro, P. Gary, The Cultural Dimensionof International Business, Prentice Hall2002, 4th Edition, Chapter 7.
Harris, Philip R. and Moran, Robert T.,Managing Cultural Differences, GulfPublishing Company 2000, Fifth Edition,
Mead, Richard, InternationalManagement Cross-Cultural Dimensions,Blackwell Publishers Inc. 2005,
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LEARNING OBJECTIVES
At the end of this session, you shouldbe able to:
1. Explain some reasons for failure inforeign assignments.
2. Define culture shock.
3. List the characteristics and symptoms of
culture shock4. Explain the characteristic of each stage ofculture shock.
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LEARNING OBJECTIVES - cont
5. Explain the phenomenon of reverseculture shock.
6. List some tips in managing culture shock.7. Discuss areas of re-adjustments for
repatriates or reverse culture shock.
8. Explain methods for effective overseasdeployment.
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1. INTRODUCTION As companies globalise their
operations, they may need tosend their managers to theiroverseas subsidiaries.
Living and working abroad maysound exciting and fun becauseone gets: exposed to different cultures.
to visit many interesting places,people, etc.
to learn about the companys foreignoperations which, in turn, enhancesones career development.
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1. INTRODUCTION
But there are managers who fail in theirforeign assignments and have to leavethe company.
Therefore, one needs to understand: the issues that one might face and
how to cope.
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2. WHY MANAGERS FAIL IN
FOREIGN ASSIGNMENTS?
Managerial and technical competenciesmight not be the major reason for failure.
Research showed that less than one thirdof premature return arose from work-specific reasons.
Cultural adaptation processes are themost important determinants of successor failure.
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2. WHY MANAGERS FAIL IN FOREIGNASSIGNMENTS?
2.2 managers inability to adapt toa different physical or culturalenvironment.
2.3 other family-related problems.
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2. WHY MANAGERS FAIL IN FOREIGN
ASSIGNMENTS?
2.4 the managers personality and emotionalimmaturity.
2.5 the managers inability to cope with theresponsibilities posed by overseas work.
2.6 the managers lack of technicalcompetence.
2.7 the managers lack of motivation to workoverseas.
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3. DEFINITIONS OF CULTURE
SHOCK Harris and Moran (2000)Ones psychological reaction to an unfamiliaror alien environment, which often occurs
during a major transitional experience.
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4. CHARACTERISTICS OF CULTURE
SHOCK It is important to note that
culture shock :
is diverse, unpredictable
and difficult to control. is a reality that many face
when in strange andunexpected situations.
does not occur quickly andresults from a series ofcumulative experiences.
is neither good nor bad.
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5. TEN SYMPTOMS OF CULTURE
SHOCK1. Homesickness.
2. Boredom.
3. Need for excessiveamount of sleep.
4. Compulsive eatingor drinking.
5. Irritability.6. Exaggerated
cleanliness
7. Family tension andconflict.
8. Chauvinisticexcesses.
9. Hostility towards orstereotyping of host
nationals.10.Loss of ability towork effectively.
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6. STAGES OF CULTURE SHOCK
There are 6 stages:
Stage 1: Preliminary stage
Preparation for overseas experience
giving rise to anticipation and
excitement.
Stage 2: Spectator stage
Strange sights and different people
produces fascination with the culture.
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6. STAGES OF CULTURE SHOCK
Stage 3: Participation stage
Where sights have been visited and one
has to cope with everyday life.Stage 4 : Shock stage
When problems start to arise that aredifficult to handle resulting in irritability,lethargy, depression, loneliness, etc.
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6. STAGES OF CULTURE SHOCK
Stage 5: Adjustment stage
Where identification with the host cultureprogressed satisfactorily with the
development of relationships with locals,giving rise to a sense of belonging andacceptance.
Stage 6: Re-entry stage
Reverse culture shock sets in withindividual going through stages 1-5 athome.
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7. COPING WITH CULTURE SHOCK
Ferraro (1998) suggested a fourfold approach:
7.1 Have a general understanding of the
concept of culture.7.2 Be familiar with local patterns of
communication, both verbal and non-verbal.
7.3 Have some cultural self-awareness.7.4 Be familiar with specific cultural
information about the country or countriesthat one is conducting business.
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8. REVERSE CULTURE SHOCK
Key problems faced by managersupon returning to home country:
8.1 Adapting back to new work
environment and organisational cultureof the home office.
8.2 Results from the need to relearn homecountrys cultural norms, values and
beliefs and how to communicate withfriends and co-workers.
8.3 Manifest the same psychologicalreactions as culture shock.
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9. EFFECTIVE OVERSEAS
DEPLOYMENT Many managers fail in foreign
assignments.
The costs of failure can be high for:a) The manager . Exampleb) The company. Example
The company has both responsibility
and a role to play to minimise failure .
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9. EFFECTIVE OVERSEAS
DEPLOYMENTThis can be achieved by an effectivedeployment system with the followingcomponents:
9.1 Employee assessment.
9.2 Employee orientation.
9.3 Support service develop onsite
support and monitoring.9.4 Re-acculturation- have a well planned
re-entry programme.
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9. EFFECTIVE OVERSEAS
DEPLOYMENT9.1 Employee assessmentThe person who is likely to do well isone who: Has a realistic understanding of the
problems and promises of internationalbusiness.
Possess a number of important cross-
cultural coping skills. Sees the world marketplace as providing
vast opportunities for professional andpersonal growth
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9. EFFECTIVE OVERSEAS
DEPLOYMENT9.2 Employee orientation Provide some form of learning/ training
about the culture
Should include: general programmes to increase cultural
awareness.
Culture-specific briefing programmes.
Contents of programs: Cross-cultural communications and
culture shock,
Understanding culture and its influence
on behaviour, etc.
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9. EFFECTIVE OVERSEAS
DEPLOYMENT9.3 Support Service: On-site Support and
Monitoring
Orientation and briefing to be given oncefamily arrives in host country.
On-site orientation should be pragmatic: Resolve immediate living problems.
Explain issues of travel, personal growth andintercultural exchanges. Provide communication links to local community
and home organisation.
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9. EFFECTIVE OVERSEAS
DEPLOYMENT9.4 Reacculturation: Re-entry
Programme
Emphasis on re-integrating the expatriateinto home society and domesticorganisation.
Involves counselling and personnelspecialists, psychologists and formerexpatriates to help manager to adjust.
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10. CONCLUSION
Overseas work poses challenges.
Transitional experiences in a foreignenvironment can be termed culture shock.
Organisations can assist to reduce suchshocks by coaching, counselling and training.
By increasing awareness, providing enjoyable
experiences, facilitating integration,expatriate failure can be minimised.