Women Expatriates

Competing in global markets entail many factors and centralization of its human resource practices is certainly vital to improve global competitiveness and empower employees for global assignments. To achieve success in global marketplace, the challenge of all businesses regardless of their size is to understand global corporate cultural differences and invest in human resources which includes selecting and retaining talented employee, training and development whilst encouraging employees to be innovative and creative. Employees selected to work in foreign locations should be prepared beforehand with adequate cross-cultural training. For an organization to be successful in the international marketplace, it must be concerned with this fit from both an internal and

This report examines cultural and institutional factors of Mexico and how they can impact global HR management and practices. Specifically, by analyzing Mexican culture based on Hofstede’s dimensions, economy, labor legislation, union and employment tradition we reached the conclusion that the features of Mexican culture (high power distance, strong collectivism, high level of masculinity and uncertainty avoidance) and institutional factors have a strong impact on management styles and HR practices of business in Mexico and may arouse some challenges for global company and their expatriates, especially those from countries that bear different cultural features and institutional conditions. In order to minimize the potential conflict between Mexican local employees and expatriates, parent companies need to provide trainings (culture assimilation, country condition, etc.) before sending anybody to Mexico. Also, whether the expatriates should put more effort to disseminate home country (headquarter) culture or to adjust to local culture depends on the company’s strategy in terms of being localized or standardized around the globe.

Immigrant women are involuntarily sterilized in the name of public health. Immigrant women who arrive in the United States to give birth feel coerced into sterilization. The information that was provided to these women regarding sterilization has not been in their native language. All forms provided to patients, especially consent forms for any procedure need be a person’s native language. Many immigrant women who do not know English and give birth in the United States are under the impression that the forms they are required to sign in English are standard after giving birth when they just signed forms consenting to have a tubal ligation.

America in three words: tremendous, free, and tolerate. The Statue of Liberty, a perfect American symbol, shines rays of hope into the dim, dirty lives of immigrants. Sadly, the luck runs short for some, even in our utopia of porcelain-made beauties. Women everywhere, not only in the Western hemisphere, deserve to choose their own life. Non-American females delude themselves that they are overcoming sexism and prejudice when they are only accustoming themselves to it. No effort to make a better future seems important to the women raised in these narcissistic cultures. These Eastern religious practicing women accept the sexism of Sharia law; yet, to endure does not mean to triumph in the similar way that to breath does not mean to live.

Kreitner, R. (2009). International Management and Cross-Cultural competence. (11th ed.). Management. Mason, Ohio: South-Western Cengage

Performance criteria and goals are best established by combining the values and norms of each local environment with the home-office’s performance standards. An individual country profile should be developed and should take into account the foreign subsidiary’s environment. This profile should be used to review any factors that may have an effect on the expatriate employee’s performance. Such factors include language, culture, politics, labor relations, economy, government, control, and communication.

The assignment briefs about how Sarah James, a student doing her International Major at Palm Lakes University (PLU), spend the summer at the Mexican Business School – Instituto De Negocios Internacionales (INI), faced cross cultural issues during the stay n Mexico at her host family. In an email to Dr. Jiminez, the Director of International recruitment for the Mexican University, she expresses her opinion on the learning and the problems she faced at with her host family. In the email the reader gets an impression that Sarah has negated the positive images Professor W.A. McGill of PLU and Dr.Jiminez of INI had about her. This case study emphasis the

Managers in human relations needs a variety of skills and knowledge to help their firms succeed in the global marketplace. They need to cope with the initial shock that often accompanies working and living in a different culture. Also, they can become more effective through learning the language of the host country and interpreting accurately the work values of their foreign counterparts. The following traits may be associated with candidate’s who are likely to succeed in international contexts, such as, flexibility, sensitivity to culture differences, business knowledge, culture adventurous and a desire for their views. Before doing business with people from different cultures, managers can familiarize themselves with research that describes important cultural differences in work values. There is four dimensions on which different cultures can be compared, which includes of power distance, individualism, uncertainty avoidance and masculinity/femininity.

Upon reading about Kelly’s assignment and the problems that she faced while being chosen to work in Japan, it seems as though she along with her family had a difficult time adjusting to the different culture and customs that working overseas can bring. Kelly was selected by a process known as expatriate selection, which is the “selection of personnel for overseas assignments” (Deresky, 2014, p. 278). Her boss believed that due to her performance in her regular domestic setting, she would prove that she would do well while working abroad. However, it seems as though her boss may have overlooked certain cross-cultural factors that are important for international business matters.

The author then advise visitors to accept gender equality and respect people in all position. In general, visitors must learn from the Americans and follow all their organizational rules and procedures, but not thinking of how things are doing in their

In summary, the home culture of an expatriate predisposes them to certain behaviors and situations. It allows them to operate efficiently in that environment. However, moving to the host-culture changes that operating environment and makes their 'mental software ' less efficient and effective. Culture is clearly a relevant variable when expatriating employees and their families for international business assignments. Training can be applied to ameliorate these effects. Also, training provides insight into the procedural, substantive and informational aspects of their work and personal life in the host location.

Both the authors have taken descriptive approach to elaborate in detail their respective areas of cross cultural management. As per article, “Rethinking Cross Cultural Management in a Globalizing Business World” by Soderberg & Holden (2002), due to globalisation and its increasing trend, the organisations and its environment has gone through significant changes. Thus the traditional way of defining the cross cultural management needs amendments. Further the author has elaborated that in this commitment the authors are contending for a split far from the conventional method for considering and portraying diverse administration for two fundamental reasons. To begin with, the winning idea of society as-substance, which in this logical connection is vigorously connected with national societies (and, by augmentation, country states) is distant with the hypothetical improvements of conceptualization of society and character. Moreover a conceptualization of hierarchical and national society’s too characterized and homogeneous substances is out of stage with the new economy, with its accentuation on systems administration, hierarchical learning and information as the fundamental hierarchical asset, which rises above firm, industry, and national limits. Second, the new economy requires not simply new skills and 'worldwide education but also needs to adopt 'the worldwide attitude'. A globalizing business world too needs suitable calculated apparatuses and expository methodologies of advantage to both analysts besides, specialists. Consequently the article “Cross cultural Differences in Management” by Amman & Jordan (2012) has concluded that due to cross cultural environments, the managers can encounter different impact on different areas of management. These impacts can create many limitations and barriers on different areas of business. Therefore, managers of the

Needless to mention, HR policies guide various functions of HRM. HR policies of certain companies seem to discriminate on the basis of its diverse backgrounds of its workforce for example, sex, race, age, religion, education, sexual orientations and so on and so forth. The sources of the country of origin effect lies in the culture and institutions of the home country of the MNC. The mechanisms through which the effect manifests itself are the hiring of home-country nationals by the MNC, and the inbuilt administrative preferences of these host-country nationals in the organizational structures, procedures and processes of the MNC. The homogeneity of the home culture, substantive characteristics of the home country culture, size and openness of the home-country economy, the cultural and institutional diversity of the environments in which the MNC operates, and the international growth path of the MNC are often taken to impact on the strength of the country-of-origin effect. Often, cultural perspective has concentrated its attention on the

Globalization is becoming more universal in business as corporations transform from national to multinational enterprises and are transcontinentally located. However, large multinational corporations face a number of challenges, including try to create functional internal communication system and integrating employees work styles various cultures. The authors of the article, professor Leonardi and professor Rodriguez-Lluesma investigated that occupational stereotypes and perceived status differentials play important roles in global workplace interactions.

Globalisation, as an integrated and independent world economy, has contributed to the rapid expansion of international trade and world’s economic growth (Paik & Vance, 2006; Mutsuddi, 2012). The increase presence of global firms is shifting domestic HR towards global HR in addition to carry out a wider span of HR responsibilities (Losey, Meisinger & Ulrich, 2005; Rao, 2010; Jie, 2011; Mutsuddi, 2012). The generation of cross-border labour market also had brought human resource management into an international context (Mutsuddi, 2012).