COURSE: M.A INTERNATIONAL BUSINESS

TUTORS: ALDERSON S, FINNIGAN V

NAME: CHIRAG SHAH

STUDENT ID: 77083382

1 | P a g e

Training and Development:

Training helps to improve the employee’s skills and performance and will

have a totally different attitude towards his work. The different kind of

research that are been made basically tells that the training should be made

so effective in the home country that the motivation of the employee will be

high and at the same time when the employee arrives at the foreign country

the post arrival training will become more effective compared to the pre

departure training (Selmer et al., 1998 pp. 51). To perform in any job in a

foreign country leaving the home country’s work culture is really difficult but

if there is proper training and development provided by the home country it

will be much easier for the employee like “the military would never send the

untrained soldiers into combat”. It will be unethical to do so if you want it to

be productive. This is the just the overview what companies they do they just

send the expatriate to foreign country and expect them to perform. In an

efficient way which is very difficult for them because it is totally a different

business, culture and customs. Furthermore it is irrational to expect high

level of performance without providing training to them. It is important to

understand that the internal training policies can affect the people not or

more less than the external environment of international business world.

There are different types of training provided by the companies they are

as follows:

Cross cultural training.

Pre departure training.

Post arrival training.

Ongoing support of expatriate and their families.

Adjustment to the living condition and Cultural environment.

1.Cross Cultural Training:

2 | P a g e

The rules of good business are not same everywhere. Sometimes working

culture style in one country may have a very good impact but the same style

in some different country working culture may have a negative impact and

the consequences can also be difficult to handle (Black and Porter, 1991

cited in Gannon, M.J. and Newman, L.K. 2002, pp. 177). It is difficult to digest

that the companies still don’t provide the cross cultural training (CCT) to the

expatriates who are assigned in the different parts of the world (Black and

Gregersen, 1999; Black et al., 1992a; Selmer 1995a cited in Gannon, M.J. and

Newman, L.K. 2002, pp. 176-177). As there are no adequate measures taken

for host cultural training the expatriate tends to apply the same

management style and not to apply the local norms and customs.

The methodologies for training and development for expatriate manager are

segmented into four different categories in regarding to Cross Cultural

Management (Gudykunst, Guzley and Hammer 1996; Gudykunst and

Hammer, 1993 cited in Gannon, M.J. and Newman, L.K. 2002, pp.177):

Didactic culture general training: It intends to instruct the

expatriate and have knowledge about the culture in the foreign

country and about their behavior and the general culture assimilator so

in-return the expatriate can give his best in the place where he is

working and the expected results can be obtained over a period of

time or before the completion of the expatriates tenure in the foreign

country.

Experiential culture general training: To make the expatriate

experience the culture of the foreign country in order to adapt it

completely and experiencing the culture practically rather than orally

this will be more effective because in a oral learning would not be so

catchy to the expatriate while in making the expatriate experiencing it

which would be more effective. eg: communication workshops rather

than giving verbal training.

3 | P a g e

Didactic culture specific training: In this part of training the

expatriate is given training in regarding to the place where he/she is

going to stay and a detailed briefing of the area and how the place is

as well as he/she will be given the project briefing so in order to make

him/her aware of the work and how to perform it in an efficient manner

and regarding the culture it should be very specific in order to have a

detailed knowledge and working in an socio-friendly environment.

Experiential culture specific training: In this part of training it

would be more or like a practical view of the place and how the culture

of the foreign country is and taking the expatriated on some field trips

this would be easier for them to understand about the country where

they are going to work.

There are different types of training involved in it which is been

categorized into three categories in general, 1.The greater the novelty

of the host culture, 2. The higher the degree of interaction with the

host nationals, 3. The greater the novelty of the job to be carried out,

the more rigorous and participative the training should be carried out.

(Black and Mendenhall, 1990; Black et al., 1999, cited in Gannon, M.J.

and Newman, L.K. 2002, pp.177).

2.Pre Departure Training:

Pre-departure training is been provided by all the companies to their

expatriates but instead of making them adopt the culture of the foreign

country it will be effective if the trainee is helped in “unlearn” his culture

than to adopt the foreign culture (Grove and Torbiorn, 1985 pp. 52).

4 | P a g e

Components for pre departure training:

There are different types of components for pre-departure training basically

these components are used to make the training become more effective to

the expatriate (Selmer et al., 2002 pp. 53.)

Cross Cultural training: In pre departure training CCT is provided to

the expatriate as well as his family members in order to know about

the culture of the country and how to cope up with it and to basically

to know how things work in the particular country in order the are

more mentally prepared about how things are going to work in the

country and things like the work culture which will be very different

and how they can adjust with their subordinates and other employees

in the company in order to work efficiently and effectively with them so

in return they can get good results which would be beneficial for the

expatriate as well as the company and the quality training provided

would be beneficial for the family members of the expatriate which in

return will provide a better environment around them.

Project briefing: The more or less detailed information should be

provided to the expatriate of the project he/she will be going to do

because that would give him/her a clear picture of job what they are

going to perform in the foreign country because it would be more

easier for an expatriate to cope up with the job that they are going to

perform because at the same time they can have a thought and make

some plans to go ahead with the assignment. This will include the area

where they have to work and the people who are going to help them

out during their project so that everything for the expatriate becomes

easy and as they arrive in the country where they have to perform

their job going on with the post arrival training they can learn more

about the project and meet the people with whom they have to work.

Overall if you have a look then it will become more convenient for the

5 | P a g e

expatriate to do his job rather than looking around for different things

which would become hectic for him/her.

3.Post Arrival Training:

Post training is a detailed training given to the expatriate after

his/her arrival in the foreign country it basically aims at giving

them training about the local places and certain trainings are

more effective for the expatriate and the family member if they

started after a gap of few days so that they get time to settle

down and make themselves comfortable with living conditions

and the atmosphere. (Gudykunst et al., 1996; Pazy and Zeira

1985; Selmer et al., 1998 pp. 52)

There should be training provided to the expatriate after

three or six months so that he/she can get more amount of

knowledge and they will be interested which will be more

effective and the training which will be provided after three

or six months should basically focus on the differences

between the host country, world views, mentality, beliefs,

values, living conditions and social culture (Torbiorn, 1994

pp.52) so by the time they give them this clear picture of

the country and after a period of time the expatriate will

realize that he has not come across many things after

experiencing the place over a period of time.

Area Briefing: Once the expatriate arrives in the foreign

country he/she will be given a detailed briefing of the place

in order where they will be provided with the information

regarding the things like schools for the children and

places where they can purchase their house hold things

and basic amenities which are required for their daily

livelihood. As well as explaining them about the history,

6 | P a g e

geography and other general information about the

country and the region (Francesco, Gold, 1998 cited in

Treven, S pp. 187)

Field Experience: The previous experience of the

expatriate can be utilized and can be given him/her a

chance to use the experience in order to become familiar

with the work culture which he/she used in the host

country and the same work culture cannot be used in all

the countries because of the different culture and in order

to make the expatriate cope up or make him adjust with

the working culture in the foreign country he/she might

have to adapt the it in order to achieve the desired goals

and accomplish the task given. (Francesco, Gold, 1998

cited in Treven, S pp. 187)

Socio Cultural Adjustments: Social culture is based on

learning of culture and highlights the social behavior and

practical social skills (Black and Mendenhall, 1991;

Furnham, 1993; Klineberg, 1982) they suggest that the

socio cultural adjustment is required according to different

kind of situations faced by the expatriate. Thus expatriated

need only to learn socio cultural skills to fit in, so they

don’t have to change their values and beliefs in order to

adjust in the foreign country which would not be effective

and at the same time it will not be feasible to do so. The

new skills which are developed can be discarded during the

time of repatriation or meeting the fellow nationals

(Furnham and Bochner, 1986).

7 | P a g e

4. Ongoing Support of Expatriate and their

families:

When the families of the expatriate come along with them

they find problems in adjusting in the new place and the total

change in the work and coping with the foreign atmosphere.

As the expatriate is prepared for the best and the worst case

scenario but still because of troubles and unexpected

behavior and the feeling of being the odd one among all can

make the expatriate feel isolated and even after preparation

for all this it does not protect the expatriate entirely. It takes a

minimum of 12 months for an expatriate to become

comfortable in the foreign country related to his work and the

environment (Tung, 1998) and this suggests the MNC’s should

offer the expatriates and their families to adjust not only in

the initial stage but also in later stages of the expatriates

living in the foreign country.

The main reasons why the MNC’s provide their expatriate

ongoing support are (Fontaine, 1998; Schroder, 1995):

Improve job performance and to maintain a healthy

relation.

Support adjustment to the new living condition and

cultural environments so the expatriate and their family

do not feel out of place.

Help them maintain in contact with the home country

nationals.

The last two goals are also valid for both the expatriate

and their family because it alternately relates to them

because if the spouse of the male expatriate has some

8 | P a g e

job with her she can make herself busy which would in

return avoid conflicts and would be feasible for them as

well.

5. Adjustments to the Living Conditions

and the Cultural Environments:

As the number of dual career continues to grow for the foreign

assignments. The company’s not only have to provide the spouse

just the knowledge of culture behaviors and environment but

also they have to develop programs for them to get a

professional job and make sure that they are comfortable with

the job. (Stephens and Black 1991, De Cieri, Dowling and Taylor,

1991). The companies have realized that spouses play an

important role in order to accept the international assignment

and according to the survey made by (Pellico and Stroh, 1997)

corporate spousal programs assistance helps the spouse to find a

job as well as providing them with the work permit so that they

improve their career related skills.

They are different types of methods used for helping the

expatriates and their families to adjust with the problems in

living in the foreign country.

Intercultural orientations and providing them training while

in foreign country

Designing the adequate salary which will include the cost

of living, transportation and other expenses and with

excluding the taxes so they would have a clear picture of

it.

Counseling in personal or job related issues.

9 | P a g e

Helping them to join the social clubs and other social

networks so they during their holidays they can get to

meet people and can relax at the same time.

6. Maintaining Relationships with The

Home Country:

The expatriates who go overseas on assignments are for sure

going to come back home after the completion of the assignment

so they have to maintain good relationship with the people of

both professional as well as personal in the home country.

Therefore the companies provide them with different services to

the expatriate and their family to keep in contact with the people

in home country (Wirth, 1992; Kendall, 1981; Blocklyn, 1989) the

support from the company which includes is as follows:

Information on personal and organizational changes in the

home country.

Frequent mails from the professionals and personals.

Sponsorship of home leaves.

Most companies provide some sort of support but the type

of support they provide varies from company to company

because the companies have different type of rules and

regulations by which they have work besides the company

assistance which provides the social support which is very

good to the expatriate and the family members but at the

same time they might get the social support from the place

where they are staying, friends, colleagues and other co-

workers (Adelman, 1988; Fontaine, 1996) therefore the

company’s not only should support their host country or

home country nationals but also but also training to

10 | P a g e

expatriates on how to build up social relations on their own

which would benefit them on the later stages of their life’s.

Conclusion:

Therefore the expatriates with more international

experience tend to realize that the training is mandatory

required for all the expatriates who are going on foreign

assignments and the expatriates with less l=international

experience don’t tend to identify this because of the

experience and it is likely understood that the total time

spent on international on international assignments has

more knowledge and the experience level is also high

enough rather than other expatriates it is recently

observed that by (Black and Gregersen,1999 in pp.54) the

only time companies pay attention to their expatriate’s is

when something goes wrong but then they don’t realize

11 | P a g e

that it’s too late to do anything. This can be further

classified in three different stages they are as follows.

The longer the time the expatriates working abroad they

tend to prefer more training.

However, time does not refer to the amount of experience

gained but they number of foreign assignments done by a

expatriate is preferred.

The more the foreign assignments they have the more

they prefer training.

The more the expatriates have done foreign assignments

they are more familiar in the host country as they have

more international experience. The charactestics of

international experience can be useful

Bibliography:

12 | P a g e

Adelman, M.B. 1988, Cross Cultural Adjustment: A theoretical perspective on

social support. International Journal of Intercultural Relations, Vol. 12, Cited

in Martin J. Gannon, K.L. (2002). The Blackwell Handbook of Cross Culture

Management. USA: Blackwell Publishers ltd pp. 183-204.

Black, J.S 1992, “Socializing American expatriate mangers overseas”, Group

and Organization management, Vol. 17. Cited in

Martin J. Gannon, K. L. (2002). The Blackwell handbook of Cross Culture Management. USA: Blackwell Publishers ltd.

Black, J.S. and Gergersen, H.B. 1999, “The right way to manage expats”,

Harvard Business Review, March-April, pp. 52-62

Black, J.S. and Mendenhall, M.E. 1990, Cross Culture Effectiveness; A review

and a theoretical framework for future research. Cited in Martin J. Gannon,

K.L. (2002). The Blackwell handbook of Cross Culture Management. USA:

Blackwell Publishers ltd, pp. 177

Black, J.S. and Mendenhall, M. 1991, “The U-Curve Adjustment Hypothesis

Revisited: a review and theoritical framework”, journal of Internationa

Business Studies, Vol.22 No. pp.225-247 cited in Selmer, J., Ebrahimi, P.B.,

Mingtao, L. May 2000, in “Adjustment of Chinese Mainland vs. Western

Business Expatriates Assigned to Hong Kong.pp. 555

Black, J.S. and Porter, L.W. 1991, “Manager Behavior and job performance: a

successful manager I Los Angeles may not succeed in Hong Kong”, Journal of

international business studies, Vol. 22 No. 1, pp. 52.

De Cieri, H, Dowling, P.J, and Taylor, K.F. 1991, The Psychological Impacts of

expatriate relocation. International Journal of Human Resources. Cited in

Martin J. Gannon, K.L. (2002). The Blackwell Handbook of Cross Culture

Management. USA: Blackwell Publishers ltd pp. 180

13 | P a g e

Furnham, A. and Bochner, S. 1986, “Culture Shock: Psychological Reactions

to Unfamiliar Environments, Mehtuen, London, 247 cited in Selmer, J.,

Ebrahimi, P.B., Mingtao, L. May 2000, in “Adjustment of Chinese Mainland vs.

Western Business Expatriates Assigned to Hong Kong".pp. 555

Furnham, A. 1993, “Communicating in forgien Training: the cause,

consequences and cures of culture shock”, Language, Culture and

Curriculum, Vol. 6, No.1, pp.91-109 247 cited in Selmer, J., Ebrahimi, P.B.,

Mingtao, L. May 2000, in “Adjustment of Chinese Mainland vs. Western

Business Expatriates Assigned to Hong Kong".pp. 555

Francesco A.M.; Gold B.A., International Organizational Behavior, Prentice

Hall, 1998 cited in Human Resources Management in International

organization, Management, Vol. 6, 2001, pp. 187

Fontaine, D. (1996), Implications of Intercultural Training, International

Journal of Intercultural Relations, Vol. 10. Cited in Martin J. Gannon, K.L.

(2002). The Blackwell handbook of cross culture management. USA:

Blackwell Publishers ltd, pp. 178

Grove, C.L. and Torbiorn, I. 1985, “A new conceptualization of intercultural

adjustment and the goals and the training”, International journal of

Intercultural Relations, Vol. 9, pp. 205-33.

Leeds Metropolitan University (2010) [Online image]. Available from:

<htpp://leedsmet.ac.uk/> [Accessed 25 April 2010].

Pazy, A. and Zeira, Y,(1985), “Compatibility of expectations in training

parent- country managers and professional in host country professionals in

host country operations “, International Studies of Management and

Organization, Vol. 15, No. 1 pp. 52

14 | P a g e

Selmer , J. 1995a, “Expatriate execution succession”, in Selmer, J. (ED),

Expatriate Management: New Ideas for International Business, Quorum

Books, Westport, CT

Selmer, J. 1998, the preference of pre departure or post arrival cross cultural

training, Journal of Managerial Psychology 16(1), pp. 51

Selmer, J. (2000), The preference of pre departure or post arrival cross

cultural training, Journal of Managerial Psychology 16(1) pp. 52

Schroder, A. (1995), Die betreuung Bon mitarbeitern wahrend des ausland

sei nsatzes; Wissenschaftliche Grundlagen, cited in Martin J. Gannon, K.L.

(2002). The Blackwell Handbook of Cross Culture Management. USA:

Blackwell Publishers ltd, pp. 178

Stephen, G and Black, J.S, 1991. ”The impact of spouse career orientation on

managers during international during international transfers”. Journal of

Management Studies, cited in Martin J. Gannon, K.L. (2002). The Blackwell

Handbook of Cross Culture Management. USA: Blackwell Publishers ltd Vol.

28 pp. 180.

Torrington 1994, International human resources management: think globally

act locally prentince hall international, am, Scott, KD.

Torbiorn, I. 1994, “Dynamics of cross cultural adaptation”, in Athens, G.

(Ed.), Learning Across Cultures, NAFSA Publications, Washington, DC. Pp. 52

Tung, R.I. 1998, American Expatriates Abroad: From neophytes to

cosmopolitan, Journal of World Busniess, Vol. 33, pp.125-144

Klineberg, O. 1982, “Contact between ethnic groups: a historical perspective

of some aspects of theory and research”, in Bochner, S.(Ed), Cultures in

Contact: Studies in Cross Cultural Interaction, Pergamon, Oxford 247 cited in

Selmer, J., Ebrahimi, P.B., Mingtao, L. May 2000, in “Adjustment of Chinese

Mainland vs. Western Business Expatriates Assigned to Hong Kong.pp. 555

15 | P a g e

16 | P a g e