The biggest problem facing firms operating across international borders is choosing the right management in terms of their nationality. The problem presents itself in three areas; the cost of using the managers of the parent country or the third party, political and motivational considerations and the fact that managers from the host country understand the culture and the people better (Lee, & Larwood, 1983). The main reason, however, for return of expatriates before the end of their foreign assignment is frustration resulting from poor cross-cultural adaptation. Differences in Cultural, religion, values, as well as geographical location, are some of the reasons for conflict in management (Jasssawalla, Truglia, & Garvey, 2004).
Reasons for failure of expatriate managers.
A study done by Jasssawalla, Truglia, and Garvey (2004) state differing perceptions in time, implementation and urgency as the most recounted cause of failure of expatriate manager from and to the US. American managers are accustomed to working towards project deadlines even if it means working overtime and are willing to start work early and leave late. American expatriate sent to Europe express frustration in the length of time a project takes to be completed.
Another cause of failure in expatriate management is negative stereotyping. For example, in South Americans consider these managers as people who are only there to fill their pockets and once they have enough they leave. The cynicism about Americans being arrogant and greedy linked to the negative attitude towards American foreign policy. Another negative stereotype is that Americans are pushy and opinionated.
Competencies that ensure success for expatriates
The selected expatriate on his part should make a pre-visit to the foreign location with his/her family to gain a perspective on what to expect when they move there (Jasssawalla, Truglia & Garvey, 2004).
Cross-cultural training for managers before they depart
The manager will need training in the foreign language to ease communication. It is through language training that one identifies with the culture and people become more accepting of him. Language makes the manager able to communicate in the foreign country both in the office and out of the office.
Expatriate managers also need training in effective relationships building techniques to use with the people in the foreign culture. This should also include ways to coping with culture shocks and ambiguities, and treating of workers from the foreign country (Jasssawalla, Truglia & Garvey, 2004).
Cross-cultural adaptation is an enormous challenge. However, this is an opportunity for managers to learn and maybe leave a little of their culture in the foreign country.
Jassawalla, A., Truglia, C. & Garvey, J., (2004). Cross-cultural conflict and expatriate manager adjustment: An exploratory study, Vol. 42 Iss: 7, pp.837 – 849.
Lee, Y. & Larwood, L. (1983). The Socialization of Expatriate Managers in Multinational Firms
The Academy of Management Journal Vol. 26, No. 4 (Dec., 1983), pp. 657-665
