1. TRAINING AND DEVELOPMENT

5. “Tell me and I forget, teach me and I remember, involve me and I learn”
Benjamin Franklin

6. Training and Management Development
Training focuses upon preparing the manager for a specific job
Management development is concerned with developing the skills of the manager over his or her career with the firm
Historically, most firms focus more on training than on management development

7. Training and Management Development
Training for expatriate managers involves obtaining skills for a particular foreign posting
Language training: Can improve expatriate’s effectiveness, aid expatriate in adjusting to foreign culture, and fosters a better firm image
Cultural training: Can foster an appreciation of the host country’s culture and help in expatriate adjustment
Practical training: Can help expatriate and family to ease into day-to-day life of the host country

8. Management Development and Strategy
Management development programs for expatriate managers increase overall skill levels by:
ongoing management education
rotations of managers through jobs within the global firm to give them varied experiences
Management development is often used as a strategic tool to build a strong unifying culture and informal management network, both of which are supportive of a transnational and global strategy

9. International assignments as a training and development tool
Expatriates are trainers
Expatriates show how systems and procedures work, ensure adoption, and monitor performance of HCNs
International assignments a form of job rotation – management development

10. International training and development

11. Components of effective pre-departure training
Cultural awareness programs
Preliminary visits
Language training
Practical assistance
Training for the training role
TCN and HCN expatriate training
Non-traditional assignments and training

12. The Mendenhall, Dunbar and Oddou cross-cultural training model

13. Cultural awareness training and assignment performance

14. Language training
The role of English as the language of world business
Host country-language skills and adjustment
Knowledge of the corporate language

15. The impact of language and power

16. Practical assistance Information that assists relocation
Assistance in finding suitable accommodation and schooling
Further language training
Makes an important contribution to adaptation of expatriate and accompanying family members to the host location

17. Effectiveness of pre-departure training
Limited data on how effective such training is and what components are considered most essential:
Use of mixture of methods makes evaluation of which method is most effective difficult to isolate
Large diversity of cultures involved
What works for one may not work for another
Complex jobs in multiple cultural contexts

18. Developing staff through international assignments
Management development
Individuals gain international experience which assists career progression
Multinational gains through having a pool of experienced operators on which to draw
Organizational development
Stock of knowledge, skills and abilities
Global mindset
Expatriates as agents of direct control and socialization

19. Expatriate career decision points

20. International Cadre: Another Choice
Separate group of expatriate managers who specialize in a career of international assignments
Have permanent international assignments
Move from international assignments to international assignments
Recruited from any country
Sent to worldwide locations to develop cross-cultural skills

21. How international teams benefit the multinational
Fosters innovation, organizational learning and transfer of knowledge
Assists breaking down of functional and national boundaries
Encourages diverse inputs
Assists in developing broader perspectives
Develops shared values

22. Developing international teams through international assignments