Answer to Question 1
Successful international managers typically do not mind, and often enjoy, living and working outside their native lands. In extreme cases, they might even be required to relocate every year or so. These individuals are capable of adapting quickly to local conditions and business practices. Such managers are becoming increasingly valuable with the emergence of markets in Asia, Central and Eastern Europe, and Latin America. They are also helping to create a global pool of managers who are ready and willing to go practically anywhere on short notice. The size of this pool, however, remains limited because of the difficulties that many people experience in relocating to unfamiliar cultures.
Living in another culture can be a stressful experience. Selecting managers comfortable traveling to and living in unfamiliar cultures, therefore, is an extremely important factor when recruiting for international posts. Set down in the midst of new cultures, many expatriates experience culture shocka psychological process affecting people living abroad that is characterized by homesickness, irritability, confusion, aggravation, and depression. In other words, they have trouble adjusting to the new environment in which they find themselves. Expatriate failurethe early return by an employee from an international assignment because of inadequate job performanceoften results from cultural stress. The higher cost of expatriate failure is convincing many companies to invest in cultural-training programs for employees sent abroad.
Ironically, expatriates who successfully adapt to new cultures often undergo an experience called reverse culture shockthe psychological process of readapting to one's home culture. Because values and behavior that once seemed so natural now seem so strange, reverse culture shock may be even more disturbing than culture shock. Returning managers often find that either no position or merely a standby position awaits them in the home office. Companies often do not know how to take full advantage of the cross-cultural abilities developed by managers who have spent several potentially valuable years abroad. It is not uncommon for expatriates to leave their companies within a year of returning home because of difficulties blending back into the company culture. Moreover, spouses and children often have difficulty leaving the adopted culture and returning home.
The effects of reverse culture shock can be reduced. Home-culture reorientation programs and career-counseling sessions for returning managers and their families can be highly effective. For example, the employer might bring the entire family home for a short stay several weeks before the official return. This kind of trip allows returnees to prepare for at least some of the reverse culture shock that may await them.
Good career development programs can help companies retain valuable managers. Ideally, the career development plan was worked out before the employee went abroad and revised before his or her return. Some companies work with employees before they go abroad to plan career paths of up to 20 years within the company. Mentors who have previously gone abroad and had to adjust on returning home can also be assigned to returning managers. The mentor becomes a confidant with whom the expatriate manager can discuss particular problems related to work, family, and readjusting to the home culture.
Answer to Question 2
TRUE
C:N ratios differ a great deal among the tissues of pines and between the woody tissues of pines and
Bow shock formed by the magnetosphere of LL Orionis (center) as it collides with the Orion Nebula fl
Culture and sensitivity testing.
cardiogenic shock
Brain activity varies by culture
Obtaining a Sputum Specimen for Culture