• Could last several years
• Some of these issue are related to the inconvenience and stress of living in an unfamiliar cutlure 
• Espeically if they have climbed the corporate ladder in the home office, expartriate managers tend to infuse branch offices with the corporate culture 
• Managers sometimes fail to integrate themselves into the local cutlure 

• This benefits can be extremly helpful for small and medium size business that cannot afford the exponse associated with 
• Expatriate manager must be able to adapt to new way of life in the host country 
• Cultural differences between home country and host country are improtant factors in their potential success
• The ability of a family member to adapt to a new cultural can be a key factor in the success or failure of an 

Set down in the midset of new cultures, many expatriates experience 

clutural shock 

Expatriate failure 

the high cost of expatriate failure is convincing many companies to invest in cultural traning programs for employees sent abroad

1. locally qualified people are not always avaiable 
2. companies use ethnocitric staffing to re-create local operations in the image of home-country operations 
3. This policy is important for companies that need a strong set of share values among the people in each international office--such as firms implementing global strategies 
4. By the same token, a system of shared values is important when a company's international units are highly indterdependent 
5. Finally, some companies feel that managers sent from the home country will look out for the company's interest more earnestly than will host-country natives 

• Relocating managers from the home country is expensive 
• can create barriers for the host country office 

• In the hands of people intimately familiar with the local business environment 
• Manages with deep cultural understanding of the local market can be enormous advantage
• They need not to overcome any cultural barrier created by an image of being an outsider, and they tend to have a better feel for the needs of employeess, customer and suppliers 
• Elimination of the high cost of relocating expatriate managers and families 

• The potential for losing control of the host country operation 
• When a company employs native of each country to manage local operations, its runs the risk of becoming a collection of discrete national business

• The best qualified individuals, regardless of nationality, manager operations abroad 
• The choice depends on the operation's specific need
• Reserved for top level managers
• Helps company develop global manages who can adjust easily to any business environment particularly to cultural differences
• Downside--- is the expense 

• Companies often do not know how to take full advantages of the cross-culturaal abilities  developed by managers who have spent several potentially valuable years abroad 
• Moreover, spouses and children have difficulty leaving the adopted culture and returning home 

• The higher cost of expatriate failure is convinicing many companies to invest in cultural training programs for employees sent abroad 
• Training for them is a good investment becasue the alternatives--an international "commuter marriage" or an expatrate failure--are both psychologically and financially expensive options 

• In other words, they have trouble adjusting to the new environment in which they find themselves.
• the early return by an employee(s) from an international assigment because of inadequate job performance--often result from cultural stress

• Ideally, everyone invovled in buisness should be culturally literate and prepared to go anywhere  in the world at a moment's notice 
• Realistically, many employees and many companies do not need or cannot afford to be entirely literate in another culture
• The extent of a company's international involvement demands a correspondisng level of cultural knowledge from its employees

• Companies whose activities are highly international need employees with lanugage fluency and in-depth experience in other countries 
• Meanwhile, small companies or those new international business can begin with some basic cutural training 
• As a company increase its international involvement and cross-clutural contact, employees' cutlural knowledge must keep pace 

Environment Briefings and Cultural Orientation 

Cutural Assimilation and Sensitivity Training 

Language Training 

Culture Orientation 

Field Expreience 

onsitute the most basic level of training--often the starting point for studying other cultures 

Including informaiton on local housing, health care, transportation, school, and climate 

teches the culture's values, attitudes, manners and customs

so-called guerrilla linguistics, which involves learning some phrases in the local lanugage is often used at this stage 

Teaches people to be considerate and understanding of other  people's  feelings and emotions. 

It gets the trainee "under the skin" of the local people 

• The need for more thorough cultural preparedness brings us to intensive lanugage training 
• It gets trainee "into the mind" of local people 

Offer insight into social, political, legal and economic institutionss 

Their purpose is to add depth and substance to environmental breifings