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The myth of the generic manager: New personal competencies for new management roles

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Pamela Miranda

on 17 December 2012

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Transcript of The myth of the generic manager: New personal competencies for new management roles

Global Human Resource Management Group Members:
Pamela Miranda
Christian Reyes
Jose Roberto Pagaoda
Rodrigo Gonzalez
Jeannie Tsai
Jens Munkhammar Introduction *Human Resource Management
refers to activities organizations carry out in order to use its human resources effectively.
IHRM must also decide when to use expatriate managers, whom and where to send them and adequately debrief and reoriented once they come back home. PEOPLE are the key players of a firm’s organization architecture Strategic Role of International HRM Role of Human Resources in Shaping Organization Architecture Types of Staffing Policy Training for Expatriate Managers The inability to adjust to a foreign environment is the main reason of expatriate failure. One study found that only around 30% received training. Cultural Training: seeks appreciation for the host country’s culture. This will enhance the effectiveness of the manager in dealing with nationals. Language training: exclusive reliance on English diminishes the ability of interaction. Knowing the host country language can help build rapport with local employees and improve effectiveness. Practical training: aimed at helping the expatriate manager’s family ease themselves into day-to-day life. One critical need: a support network of friends for the expatriate. Repatriation of Expatriates Reentering into the home-country organization is an overlooked issue. After a stint abroad, where they’ve typically been autonomous, well compensated, and celebrated, reality can be different from expectations. The key to solve this is to develop programs for reintegrating them into work life, preparing them for the changes in the landscape and utilizing the knowledge they acquired abroad. Management Development and Strategy They are designed to increase the overall skills levels of managers through management education and job rotation to give them varied experiences.

To unify corporate culture and informal management networks.

Through activities that promote feelings of togetherness. Expatriate Managers Expatriate Manager
Citizens of one country working in another country.

Inpatriate Manager
Citizens of a foreign country working in the home country of their multinational employer. Expatriate Managers – Expatriate Failure ~70% of all employees send to developed nations return early from their assignment.

Expatriate failure average costs 3 times their domestic salary.

US have higher failure rates compared to both Europe and Japan. Inability to cope with large overseas responsibilities .
Difficulties with new environment.
Personal or emotional problems.
Lack of technical competence.
Inability of the manager’s spouse to adjust to a new enviorment.
Manager’s inability to adjust.
Other family problems.
Manager’s personal or emotional maturity.
Inability to cope with large overseas responsibilities. Expatriate Managers – Reasons of Failure US


Japan ” ” 69% of all expatriates are married. 49% of the spouses were employed. Only 11% were employed during the assignment. Inability of spouse to adjust
Several studies have found this to be the most common problem for Reason of Failure.

Typically expatriate selection is based on technical competences – Commonly family and personal issues are not involved in the selection process. Expatriate Managers – Reasons of Failure 1. Self-orientation
Expatriate’s with high self-esteem, self-confidence and mental well-being are more likely to succeed in a foreign position.

2. Others-orientation
The more effectively the expatriate interacts with host-country nationals, the more likely they are to succeed. Expatriate Managers - Expatriate Selection Performance Appraisal Methods Peter Chou Jason Mackenzie Versus Two different evaluators:
Home country managers
Host country managers Evaluators a)Host country managers->
different evaluation criteria

b) Home country managers->
little information available other
than raw data and facts. Problems for expatriate appraisal Thank you for your attention! A common issue with IHRM is finding a correct way to evaluate expatriate managers since most benchmark evaluations might not be suitable or take into account the difficulties of being overseas.

This is why companies recur to performance appraisal criteria to consider such differences. Superior Human Resource =
high productivity + competitive advantage concerned with the selection of employees for a particular job Definition Comparison of Staffing Approaches Q & A *When such resources are needed to lead International Ventures of the firm International Human Resource Management is applied in order to deal with a host of issues. Inability of spouse to adjust. Inability of spouse to adjust. 3. Perceptual Ability
Lack of ability to treat for national as if they were home-country nationals.

4. Cultural Toughness
Expatriate ability to adjust to a particular postings. Expatriate Managers - Expatriate Selection Why? How? CONCLUSION
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