Continue in your role as a senior manager of the same company as in the Week 4 assignment, Choices About Global Expansion. The board of directors of the company has decided to open a facility in one of the countries you recommended in your Week 4 presentation (you pick one of those countries for this assignment). Leadership has selected several managers from headquarters to go there as expatriate employees. Your job is to prepare a training manual for them.
Instructions
Write a 5-7 page training manual. Label the sections using the words in bold type provided:
Introduction. Identify the country selected by the company and describe the characteristics of the economy, politics, and culture that influenced this decision. (Note: The country must be one of the two you recommended in Week 4.) This overview will set the stage for you to present training topics relevant to your audience of expatriate managers. Include sections in your training manual that are labeled with the headings provided in items 2-7.
Selection. Explain three criteria used to select these managers, based on the needs of the company and the cultural, political, and economic characteristics of the destination country. This will emphasize to the selected employees which of their characteristics are most important in their expat roles.
Culture. Outline at least three dimensions of the local culture and recommendations for behaving appropriately in response to them.
Cross-Cultural Negotiations. Identify cultural differences affecting negotiations between home and destination countries and negotiation styles to bridge the gap.
Management Practices. Propose at least three management practices that will be effective given the culture of the country.
Motivation. Propose a motivational strategy that will align with the culture as well as the political and economic systems of the destination country.
Sources List. Use at least four sources to support your writing. Choose sources that are credible, relevant, and appropriate. Cite each source listed on your source page at least one time within your assignment. For help with research, writing, and citation, access the library or review library guides.
Full Answer Section
Selection Criteria
The following three criteria were used to select the managers who will be expatriating to India:
- Cultural adaptability: Managers must be able to adapt to the cultural norms and values of India. This includes being respectful of local customs and traditions, being patient, and being willing to learn about the country's history and culture.
- Cross-cultural communication skills: Managers must be able to communicate effectively with Indian employees, both verbally and nonverbally. This includes being able to speak English fluently, being aware of nonverbal cues, and being able to avoid making cultural gaffes.
- Management experience: Managers must have a proven track record of success in managing teams. This includes being able to motivate and empower employees, resolve conflicts, and build strong relationships.
Culture
India is a diverse and complex country with a long and rich history. The following are three dimensions of the local culture that expatriate managers should be aware of:
- Hierarchy: India is a hierarchical society, with respect for authority being highly valued. Managers should be aware of this and should avoid being too assertive or directive.
- Indirectness: Indians tend to be indirect in their communication style. This means that they may not always say what they mean directly. Managers should be patient and try to understand the underlying meaning of what is being said.
- Relationships: Indians value relationships. Managers should take the time to build relationships with their employees and colleagues. This will help to create a more positive and productive work environment.
Cross-Cultural Negotiations
There are a number of cultural differences that can affect negotiations between home and destination countries. Some of these differences include:
- Time orientation: Indians tend to have a more relaxed time orientation than Americans. Managers should be patient and avoid being too rigid about deadlines.
- Saving face: Losing face is a major concern for Indians. Managers should avoid making personal attacks or criticisms.
- The role of emotions: Emotions are more openly expressed in India than in the United States. Managers should be prepared to deal with emotional outbursts and should avoid taking them personally.
Management Practices
The following are three management practices that will be effective given the culture of India:
- Empowerment: Indian employees value being empowered to make their own decisions. Managers should give their employees the autonomy to do their jobs and should avoid micromanaging.
- Recognition: Indians appreciate being recognized for their accomplishments. Managers should make a point of recognizing and rewarding their employees' achievements.
- Relationship building: Building relationships with employees is important in India. Managers should take the time to get to know their employees and should make an effort to connect with them on a personal level.
Motivation
The following motivational strategy will align with the culture as well as the political and economic systems of the destination country:
- Focus on intrinsic motivation: Indians are motivated by intrinsic factors such as personal growth, satisfaction, and making a contribution. Managers should focus on creating a work environment that allows employees to feel like their work is meaningful and that they are making a difference.
- Provide opportunities for advancement: Indians appreciate having opportunities to advance their careers. Managers should provide employees with training and development opportunities and should promote them when they are ready.
- Offer competitive compensation and benefits: India is a competitive market for talent. Managers should offer competitive compensation and benefits packages to attract and retain top talent.
Conclusion
Expatriate managers play a critical role in the success of international operations. By understanding the cultural, political, and economic context of the destination country, expatriate managers can adapt their management practices and motivational strategies to
Sample Answer
Expatriate Training Manual
Introduction
Country Selection: India
After careful consideration, the board of directors has decided to open a new facility in India. India was chosen for several reasons, including its large and growing economy, its strong entrepreneurial spirit, and its skilled workforce. India is the world's sixth largest economy and is expected to grow at a rate of 7.5% in 2023-2024. The country has a young and growing population, with over 60% of the population under the age of 35. India is also home to a large number of tech-savvy professionals, making it an ideal location for our new facility.