Incoterms 2010 and International Business - 101
Incoterms 2010 and International Business - Wild - Quick Study - Chapter 16
Incoterms 2010 and International Business - 101
International Business: The Challenges of Globalization, 8th Edition, Wild & Wild
Incoterms 2010 and International Business - Wild - Quick Study - Chapter 16
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Quick Study
Quick Study 1
- Q: A firm that staffs its operations abroad with home-country nationals uses a staffing policy called?
A: In ethnocentric staffing, operations outside the home country are managed by individuals from the home country. This policy tends to appeal to companies that want to maintain tight controls over the decision making of branch offices abroad.
- Q: Polycentric staffing is when a company staffs its operations with people from where?
A: In polycentric staffing, operations outside the home country are managed by individuals from the host country. This policy does not mean that host-country managers are left to run operations in any way they see fit. Large international companies usually conduct extensive training programs in which host-country managers visit home offices for extended periods.
- Q: Geocentric staffing is typically reserved for whom?
A: In geocentric staffing, operations outside the home country are managed by the best qualified individuals, regardless of nationality. This policy is reserved for top level managers.
Quick Study 2
- Q: The process of forecasting a company’s human resource needs and supply is called what?
A: Human resource planning is important in order for the firm to forecast its human resource needs and supply. The process involves three stages: (1) taking an inventory of the company’s human resources; (2) estimating the company’s future needs for human resources; and (3) developing a plan for recruiting and selecting human resources.
- Q: When recruiting employees, from where can employers attract qualified applicants?
A: Companies recruit their employees internally or through external sources. Likely candidates within the company (current employees) are those managers who were involved in previous stages of an international project. Companies also recruit from among recent college graduates who have come from other countries to attend college in the firm’s home country. Hiring local managerial talent is common when cultural understanding is a key job requirement. In some cases, a government forces a company to recruit local managers so that the nation can develop its own internal pool of managerial talent. Companies typically recruit locally for nonmanagerial workers because there is often little need for highly specialized skills or training.
- Q: Culture shock is a psychological process that affects people who live where?
A: Culture shock is a psychological process that affects people living abroad and is characterized by homesickness, irritability, confusion, aggravation, and depression. It is important in the selection of international managers because it is often the cause of managers failing in their international assignment and returning home. This can be extremely expensive for companies.
Quick Study 3
- Q: What constitutes the most basic level of cultural training?
A: For managers, the goal is often to create informed, open-minded, and flexible employees with cultural training appropriate to their duties. Environmental briefings typically include information on local housing, health care, transportation, schools, and climate. Cultural orientations offer insight into social, political, legal, and economic institutions. Cultural assimilation teaches the culture’s values, attitudes, manners, and customs. Sensitivity training teaches people to be considerate and understanding of other peoples’ feelings and emotions. In-depth language training gets a trainee “into the mind” of local people to learn why people behave as they do. Field experience means visiting the culture, and becoming absorbed by it for a short period of time.
Nonmanagers also have a need for training and development, especially in developing countries where basic educational opportunities are limited and industrial experience may be new. In many countries, national governments cooperate with businesses to train nonmanagerial workers. Japan and Germany lead the world in vocational training and apprenticeship programs for nonmanagerial workers.
- Q: What type of training is said to get one “into the mind” of the local people?
A: Language training is the type that is used to get the trainee “into the mind” of local people. The trainee learns more about why local people behave as they do.
Quick Study 4
- Q: A manager who goes to work in an unstable country might receive a bonus called what?
A: Hardship pay is the term used for bonuses given to managers who are asked to go into a particularly unstable country or one with a very low standard of living.
- Q: Some factors that contribute to the compensation of expatriate managers include what?
A: Compensation for managerial employees must reflect the cost of living in that country. Culture plays an important role in the compensation of expatriate managers. For example, many countries offer free medical care to everyone living and working there. Companies that hire managers in the local market might encounter additional costs engendered by social attitudes. In some countries, employers are expected to provide free or subsidized housing.
Two main factors influence the wages of nonmanagerial workers. First, their compensation is strongly influenced by increased cross-border business investment. Second, because labor is more mobile today than ever before, wages are affected.
Quick Study 5
- Q: Because labor–management relations are human relations they are rooted in what?
A: Labor–management relations are the positive or negative condition of relations between company management and its workers. Positive relations between labor and management can give a firm a competitive advantage. Because labor–management relations are human relations, they are rooted in culture and are often influenced by political movements in a market.
- Q: German workers have a direct say in the strategies and policies of their employers under a plan called what?
A: Under a plan called codetermination, German workers enjoy a direct say in the strategies and policies of their employers. This plan allows labor representatives to participate in high level company meetings by actually voting on proposed actions.
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Ethical Challenge |
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You are an expatriate manager at a manufacturing facility in Asia on your first assignment abroad. You are aware of increasing concern among your employees (mostly young women) about wages that barely permit them to live at subsistence level. The plant is not unionized, and you know that your superiors in your home country are not particularly supportive of efforts to organize workers. In fact, despite the calm demeanor when the subject of unions is raised, you believe that upper management in the home country could react severely if workers unionized. Headquarters would likely shift production elsewhere, close the plant, and transfer you elsewhere.
16-5 Can you propose anything that might improve conditions for workers that would also get the approval of upper management?
16-6 If you attempted what you proposed above but then failed, would you encourage workers to unionize? Explain.
A: As manager of the manufacturing facility, headquarters could be asked for things other than salary that could improve the standards of living for the workers. A donation to a local charity that helps out poor families is one option. Another is to give local schools and hospitals grant money for needed repairs or equipment. Another option is to provide health check-ups free of charge for the workers and their immediate families. Anything that could be helpful in terms of raising living standards yet would not jeopardize the jobs of employees is probably the best avenue to follow.
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Teaming Up |
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Suppose you and several of your classmates are a team assembled by your employer to decide whether to begin personality testing all employees. A British firm found that the top three reasons people quit or underperform are rooted in personality rather than skill, knowledge, or qualification. Personality testing in the workplace is widespread in Australia, Europe, and the United States, but is catching on in Asia.
16-7 What personality traits might help explain poor performance? Explain.
16-8 Could the reason why Asian societies have not used such testing in the past be rooted in culture? Explain.
16-9 What advantages might global aptitude tests offer firms doing business globally?
A: Students will likely need to do research (in the library or on the Internet) to answer this question adequately.
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Practicing International Management Case |
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Expatriation or Discrimination?
16-12 Q: In addition to those mentioned in the case, what are some other advantages associated with the hiring of local managers in emerging markets?
A: Local managers have intimate knowledge of the local culture and how the local business community functions. This can help a company get farther ahead than it might possibly have been able to do with an expatriate in charge.
16-13 Q: What steps should a company take to ensure that, if taken to court, it can demonstrate that staffing cuts have not been discriminatory?
A: It should do exactly as Ricoh had done in the case. It must have documentation and hard evidence of poor performance in job-related activities. These cannot be simply “trumped-up charges” but must be made honestly and ethically in the best interests of the company’s performance.
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INTERNATIONAL BUSINESS - FREE DOWNLOADS
International Business: The New Realities, 4th Edition, Cavusgil, Knight & Riesenberger
International Business: The Challenges of Globalization, 8th Edition, Wild & Wild
International Business, 15th Edition, Daniels, Radebaugh & Sullivan
International Business: A Managerial Perspective, 8th Edition, Griffin & Pustay
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