The international manager: goodbye to expatriates

Article Abstract:

Electrolux and ICI are two companies that are moving away from the use of expatriate managers who serve in a particular country or region towards creating a cadre of global managers who can serve in any foreign location. The professional development of the cadre of roving managers will include: brief missions abroad; membership on task forces involved in international projects; and chaperoning foreign visitors. Difficulties encountered in the creation of the cadre include: the domestic immobility of managers; fewer opportunities due to increased use of local management; and family concerns amongst potential cadre. Companies have adapted their expatriate policies to cope with these problems by: limiting postings to two to three years instead of five, increasing short-term postings of several months duration; and developing an international culture through business courses and in-company seminars.

Planning, Imperial Chemical Industries PLC, Expatriation, Electrolux Ltd.

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Managing in a turbulent business environment: fasten your seatbelts

Article Abstract:

A study has revealed that there are two types of crises faced by multinational corporations: short duration, high intensity crises; and lower intensity crises that are punctuated with short term, intense crises. Management's stress can be minimized by defining the duration and intensity of the crisis and adapting a relevant strategy to cope with the effects of the crisis. While local crisis management teams work best in short term crises, long-term disruptions can necessitate the permanent alteration of business strategy and policies, obligating central headquarters to get involved with crisis resolution. If a business continues operations in a turbulent business climate, it is imperative for central headquarters to include the perceptions and knowledge of local management in their strategic decision-making process.

Methods, Crisis management

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