International Management : Developing a Global Management Cadre

In the age of globalization and liberalization, executives at all level moves around the world with long term posting abroad. Migrant may feel cultural shock while working in the foreign land as well as reverse cultural shock while they return due to differences in culture across countries. This paper outlines the necessity of support programmes that could improve the comfort level of employees who are moving around the globe for professional purposes. Support programs for expatriates should include information from and contact with the home organization as well as career guidance and support when they return from overseas assignments. The expatriate's spouse plays a crucial role in the potential retention and effectiveness of the manager in host locations. Companies should ensure the spouse's interest in the assignment, include him or her in the pre-departure training, and provide career and family support during the assignment and upon return. Global management teams offer greater opportunities by sharing experiences, technology for international managers and greater opportunities for cross-cultural understanding and greater complexity in the workplace. Women and minorities represent underutilized resources in international management. A major reason for this situation is the assumption that culturally based biases may limit the opportunities and the success of women and minority community. Labor relationships refer to the process through which managers and workers determine their workplace relationships. The labor relations environment, system, and processes vary around the world and influence how the international manager must plan strategy and maximize the productivity of local human resources.