77)."
Aside from familial obligations -- since the vast majority of expatriate roles assume that such positions would require managers to live their spouses and progeny in their native countries while they worked abroad -- another particularly interesting facet revealed in this article was the fact that initially, women were just as eager to pursue international careers in management positions as men were. This notion was confirmed by a survey performed by Adler (1993) that surveyed over a thousand MBAs who were graduating from seven highly esteemed business schools in throughout Europe, Canada, and the United States, and revealed that both men and women had equal aspirations for international careers.
Perhaps the most valuable result gained from the survey conducted in "Women in Global Business -- Female Expatriation" is the worth of including women in the decision making process endemic in upper management positions. Due to the variety of thought-process and the means by which they guide other employees, women play an integral role in the achieving of a particular company's business vision -- particularly when they are engaged in an expatriate position -- as the following quotation evinces. "The female expatriates questioned in our research found that including women in international business is very important, since women bring diversity to the organization with their different way of thinking and understanding. By hiring women, multinational companies taking a global approach can act as role models for firms in many countries that have...
international business expansion process. International recruitment and selection brings a number of challenges for business organizations. They not only face difficulties in hiring the desired skillful staff from the host country, but may also have to deal with severe financial and cultural diversity issues. Through this research study, an effort has been made to highlight the major challenges and issues which make the international recruitment and selection process more complex
The trainer will then focus on the steps to be taken to develop new skills. For example, if the trainer wants to talk about motivating, leading, negotiating, selling or speaking, it is best to start with what the learners do well before showing some chart on Maslow's theory, Posner's leadership practices, or selling skills from some standard package that has been develop elsewhere. Many foreign trainers make grave errors
Uncertainty Avoidance, according to Hofstede's model, refers to how comfortable the people of a certain culture are with structure as opposed to flexibility. Notable disparities in negotiating styles between those nations scoring high and low on the uncertainty avoidance index have been known to cause significant conflict. This conflict is mostly likely to occur when people who prefer structured activities because they entail less risk encounter people from a culture
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