The formidable risks managers face in an unfamiliar culture

Article Abstract:

The trouble managers from different cultures have encountered in working together on international projects have caused many of these projects to fail, but strategies that can be adopted to make it possible for these managers to work together successfully require both organizational and interpersonal aspects. The managers must be less ethnocentric than other executives, must feel comfortable in environments in which they are constantly encountering new and different situations, and must develop a number of alternatives to any particular situation and be able to choose the correct one and implement it smoothly. There is an educational process required of managers moving into new cultural situations that will allow them to see situations independent of their cultural background.

Social aspects, Management, Social policy, Executives, Cross-cultural studies, Cross cultural studies, Culture conflict, Cultural conflict, Ethnocentrism, Cultural relations

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Tips on making speeches to international audiences

Article Abstract:

Speaks who address multicultural audiences need to consider audiences' native customs and habits. Speakers should be careful to not alienate audiences by telling jokes, revealing personal details, or dressing too formally or informally. Japanese speakers always wear proper business suits, begin their speeches with a sign of respect to their audience, and are careful to speak to the audience as a whole. French audiences are very skeptical and they expect opinions to be supported with numbers, while German audiences focus on technical questions.

Methods, Analysis, Public speaking, Lectures and lecturing, Lectures

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Corporations tragically waste overseas experience

Article Abstract:

Companies often do not avail themselves of expertise developed by their overseas employees and pay inadequate attention to re-entry problems faced by staff which have completed foreign assignments. Re-entry is commonly the most difficult part of the cycle of international operations for both the company and the individual, and can last as long as six months. This inability to manage people well and integrate their learning in the company is wasteful of human and capital resources.

Human resource management, Employment, International aspects, International business enterprises, Multinational corporations, International trade, International trade and employment

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