International Issues in Staffing

• Companies that do a good job of managing foreign assignments

follow three general practices:

1- They focus on transferring knowledge and developing global leadership.

2- They make the foreign assignments to the people whose technical skills
are matched by their cross-cultural abilities.
3- They end foreign assignment with career guidance and jobs, so the
employees can apply what they learned in their assignments.
Leading
• Managing corporate culture.
• Leading people to use their skills affectively to achieve organizational
objectives.
• People tend to do their work according to their personal view of what
tasks should be done.
Managing Corporate Culture

Strong Cultures are resistant to change.

Optimal culture supports mission and strategies.
Management assess whether a change in culture is needed and decide
whether an attempt to change is worth?
Assessing Strategy- Culture Compatibility
Can the culture be easily modified to
Is the strategy compatible with
No make it compatible with new
the culture?
yes
strategy?

Tie changes into the Is management able

culture. Introduce minor Yes No to make major
culture changing organizational
activities. changes the
increase ofNcosts?
Manage around the culture by Yes
o
establishing new structural
unit to implement the new
strategy. Is management still
committed to implementing
the strategy?
Yes N
o
Find a contract with another
company to carry out the strategy.
Formulate a different
strategy.
Managing Culture Change Through
Communication

Top managers communicated

their vision to employees at all
levels.

Vision was translated into key

elements necessary to
accomplish that vision.
Methods of Managing the Culture of an Acquired
Firm
Deculturation
 When the
Integration Assimilation Separation acquirer’s culture is
not attractive and
the self culture is
 Involves the not valued.
 Characterized by the
 Involves give and domination of one  One of the
separation of the two
take of cultural and organization over the companies culture
companies’ cultures.
managerial practices other. is disintegrated and
 Acquirer’s culture is
between partners.  The acquirer’s culture the culture of other
not attractive and
 No strong position is found to be imposed.
people give high
of cultural change attractive but self  Most destructive
value to their own
or company. culture is not valued. method of dealing
culture.
with two different
cultures.