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Overseas assignments were once considered career-ending experiences; but they are now viewed as a very useful, perhaps essential, step in the development of a managerial career. However, the risk still exists that managers are forgotten once they have been transferred overseas. What steps can the manager, working abroad, take to minimize this risk?
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Manager who placed in abroad for company's task, they need to consider the following things to reduce the risk:
1. When they placed abroad and found that increased training is critical for international assignments
2. It is also noted that cross cultural training has been found to reduce the severity of culture shock and reduced the time necessary or expatriate managers to adjust to the culture, each a level of cultural proficiency, and become effective and productive in their international assignments.
3. They need to understand the other culture.
4. Their language and their conditions
5. Their rules and regulations
Multinational corporations (MNCs) seem to be paying little attention to international training and management development for new expatriate assignments. Effective training of expatriate employees is needed for the success of any MNC. The literature review provides the view that more sensitivity needs to be paid to the intense training needs for the benefit of MNCs, expatriates, and family members. It also provide a better understanding to the merits of the unique experiences of expatriate managers in international assignments adjusting to the cross-cultural conditions on global tours and confronting the challenges affecting their career goals. In order to succeed in a globally competitive environment, MNCS need to effectively train expatriates in international capabilities, including fluency in foreign languages and in the ability to adapt to different cultures. Those international assignments can lower the probability of expatriate failure through training programs. This paper has been developed from the same tradition that the expatriate assignment is often poorly performed in international business operation as a result of deficiencies in training and learning. It focuses on ways to improve and foster knowledge acquisition for expatriates in MNCs' training and learning programs.
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As for your fear that you’ll be “out of sight, out of mind” at headquarters, Raines says you needn’t worry too much: “Before the Internet, people sent overseas were isolated. Now, with Skype, videoconferencing, and all the other technology that’s available, you’re never really out of touch.”
That’s not to say that going abroad poses no risks to your career. You say that your division head has mentioned sending you abroad for “a year or two.” Raines says one hazard he has often seen arises when that year or two turns into five or six.
“This happens a lot,” he says. “By the time you do get back, after a long stint abroad, the organization has changed so that there’s no comparable job for you. So you either take a step down or leave the company.” Gulp.
To be on the safe side, Raines urges you not to take an overseas assignment “unless it is one that will help your career even if you end up leaving your current employer.”
Raines recommends that you try to gain direct responsibility for the company’s bottom line in as large a region as possible because you can transfer those skills to other companies.
Choosing whether to go to Spain or to Latin America, Raines adds, largely depends on your feelings about risk.
“If you’re very entrepreneurial, emerging markets — including Brazil, the rest of South America, Viet Nam, Moscow, China — are the frontier. You can build a huge reputation as a sharpshooter and move up quickly.”
If you’re more conservative and risk-averse, on the other hand, “you may do better in Europe or another established market, where there are already established procedures and a track record.”
One more thing: If you do decide to make the leap, check out Expat Info Desk, a site run by seasoned expatriate George Eves that offers a wealth of wisdom on everything from relocating your pets to hammering out a workable expat employment contract.
tell me friends this gdb solution is correct or not ?
Manager who placed in abroad for company's task, they need to consider the following things to reduce the risk: When they placed abroad and found that increased training is critical for international assignments. Cultural and language barriers, political issues and variations in religious beliefs and societal norm impact how business should be conducted with international counterparts. They need to understand the other culture, their working styles, their language and their conditions, their rules and regulations. In certain countries, you need to be aware of cultural or religious restrictions. “Duty of care” is also important for doing task in abroad countries. There are essentially two major steps in preparing for an overseas effort: (1) develop a specific international marketing plan, and (2) decide how to enter the market. Tariffs, duties and compliance with United States export administration regulations are other important issues to consider as well.