1. INTERNATIONAL ASSIGNMENT CASE: Floundering ExpatriateMichael Simiyu IBA 2007 at Lauder Business School

2. Overview 1.Introduction 2.Definitions; -Case study facts. -Problems. -Recommendations. -Conclusions. 3.Interlude 4.Facts about International career management; -Failures, Successes,Training and Repatriation. 5.Reference. 2

4. ...The slogan that international experience is a key value and a prerequisite for promotion into the ranks of senior management...(Germany expatriate, Cited in Stahl and Chua,2003,case B,p.4)

5. ...There must be companies out there that value international experience...(American expatriate, Cited in Stahl and Chua,2003,caseB,p.2) 1.Introduction 3

6. 2.Definitions 1.Who is an Expatriate? -Citizens of one country working in another country. 2.Who is an Inpatriate? -Citizens of a foreign country working in the home country of their multinational firm. 4

8. He has been picked for this position because of his background as an academic in Egypt and experience in forming a cross-divisional and cross-functional teams in the United states.

9. Above all this qualifications, he has no experience living and working anywhere in Europe. 5

11. He speaks no other European language.

12. He has no experience of gluing a group of companies and management organization together(Europe).

13. He is not a good listener either communicator.

14. Argos culture of results oriented(no bad news and make it work).

15. Argos way of developing leadership talent by using appointing power.6

17. Argos need a local European executive to do the job.

18. Argos must give its US executives more support and cultural guidance.

19. Argos must manage organizational and behavioral change on several levels.

20. Waterhouse must play a role in resolving the dilemma.7

22. Provide Donaldson with cross-cultural coaching and mentoring.

23. Provide a cross-cultural training for Donaldson family.

24. Developing leadership talent either domestic or internationally should be an ongoing patnership between an organization and personnel.

25. Intercultural competence cannot be copied but it can be learned.8

27. Due to the lack of or failure of the firm’s selection and training policies for expatriate managers.

28. Results in an expatriate’s resignation or premature return from a foreign posting.9

30. 70% of US expatriates return home early from developing nations

31. 15-20% of European expatriates return home early from both developed and developing Nations.10

32. Expatriate Failure Rates 11

34. Manager’s inability to adjust

35. Other family problems

36. Manager’s personal or emotional immaturity

40. Improves expatriate’s ability to relate to foreign culture

42. Uses expatriate community as and informative and supportive network14

44. Should be considered the final link in an integrated process that connects:

45. effective expatriate selection and training

46. completion of the expatriate assignment

47. reintegration of the expatriate into their national organization

48. Successful repatriation contributes to the transfer of knowledge and skills throughout the firm15

50. International human resource management and international assignment book by Michael J. Noreen Heraty and David G.Collings.

51. What drives and frastrates international assignees? case study by Stahl,Chua and Mendenhall.16

52. THANK YOU FOR YOUR EARS Questions???