How to find the training your globe-trotters will need

Article Abstract:

The rapid rise of internationalism in the business world's search for new markets to expand into is causing managers to be sent abroad without proper preparation. Examples demonstrate how the British, Soviets and others have addressed this problem, and how less intensive American training programs do not, in general, develop comparable expertise and goodwill. Factors key to the effectiveness of an orientation program are described, and a checklist is offered for organizing a cross-cultural training course. Such a course should, among other things: target its student population (employees, executives, spouses of employees, etc.), plan to develop cross-cultural communication skills, ensure that it is interesting to its students, be appropriate to the level of protocol that will be experienced by the expatriates in their social position, take both a positive (what to do) and a negative (what not to do) approach, teach nonverbal as well as verbal communication skills, use role-playing models that place the trainees in positions similar to what they will experience upon expatriation, instruct as to practical tasks upon arrival in the foreign country (how to find a living space, what to expect in the way of contract law, etc.), discuss taxation of the expatriate employee's earnings, and provide a basis for understanding the foreign country's history, culture and technological development.

Training, Employee training, Expatriation

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Business makes the best of troubled times in Nicaragua

Article Abstract:

Financial planning for businesses in Nicaragua is difficult because of the collapse of the cordoba (currency unit). The Nicaraguan economy is plagued with shortages and the overall mood is grim. Under the Sandinistas, local business has been subject to politically motivated confiscations, price controls, and government red tape, making management almost impossible. Sandinistas are neutral to foreign capital, and the dependence on imports has prompted proposed legislation to bring back multinationals. This is unlikely, and little expansion of foreign firms in Nicaragua is planned due to the inability to repatriate dividends, and staffing problems.

Economic aspects, International finance, Nicaragua

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The hidden benefits of 'management transfer'

Article Abstract:

Multinational corporations have new techniques for training executives, many of whom leave the multinational to manage successful domestic firms. Pierre Bonelli, a former executive of Texas Instruments, now is the chairman of Sema-Metra, a communications technology consulting firm located in France with branches in six nations, 2,800 workers, and yearly sales of $176 million. Bonelli is one of an increasing number of executives who have departed from large and profitable careers at European and U.S. multinationals to work for domestic companies.

Management, Foreign corporations, International business enterprises, Multinational corporations, Executives, Management development programs

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