Important tips on working for foreigners
First, most U.S. managers are taught to make fast decisions, but most foreign managers take more
time and view rapid decision making as unnecessary and sometimes bad.
Second, most Americans are taught to operate without much direction. In Latin countries, managers
are accustomed to giving a great deal of direction, and in East Asian firms, there is little structure and
direction.
Third, most Americans go home around 5 p.m. If there is more paperwork to do, they take it with them.
Japanese managers, in contrast, stay late at the office and often view those who leave early as being
lazy. Americans either have to adapt or have to convince the manager that they are working as hard as
their peers but in a different physical location.
Fourth, many international firms say that their official language is English. However, important
conversations always are carried out in the home country’s language, so it is important to learn that
language.
Fifth, many foreign MNCs make use of fear to motivate their people. This is particularly true in
manufacturing work. For instance, those who do not like to work under intense conditions would have a
very difficult time succeeding in Chinese auto assembly plants (Source: Martin J. Gannon).
1. Present some tips on working for foreigners. Which tip surprises you the most, why?
U.S.-style training for expats and their teenagers
One of the major reasons expatriates have trouble with overseas assignments is that their teenage
children are unable to adapt to the new culture. Many U.S. MNCs now are developing special
programs for helping teenagers assimilate into new cultures.
GEMS designates an individual for an overseas assignment, this expat and his or her family are
matched up with those who have recently returned from this country. If the family going overseas
has teenage children, the company will team them up with a family that had teenagers during its
stay abroad. Both groups then discuss the challenges and problems that must be faced. In the
case of teenagers, they are able to talk about their concerns with others who already have encountered
these issues, and the latter can provide important information regarding how to make friends, learn the
language, get around town, and turn the time abroad into a pleasant experience.
Coca-Cola uses a similar approach. As soon as someone is designated for an overseas
assignment, the company helps initiate cross-cultural discussions with experienced personnel.
Coke also provides formal training through use of external cross-cultural consulting firms that
are experienced in working with all family members.
Before the departure of the family, some MNCs will subscribe to local magazines about teen
fashions, music, and other sports or social activities in the host country so that the children
know what to expect when they get there. Before the return of the family to the United States,
these MNCs provide similar information about what is going on in the United States so that
when the children return for a visit or come back to stay, they are able to quickly fit into their
home-country environment once again.
A major educational benefit of this emphasis on teenagers is that it leads to an experienced, bicultural
person. So when the young person completes college and begins looking for work, the parent’s MNC
often is interested in this young adult as a future manager. The person has a working knowledge of the
MNC, speaks a second language, and has had overseas experience in a country where the
multinational does business. This type of logic is leading some U.S. MNCs to realize that effective
cross-cultural training can be of benefit for their workforces of tomorrow as well as today. (Source:
Dawn Anfuso).
