subject: Confronting Expatriation [print this page] Confronting Expatriation Confronting Expatriation
The advent of globalization has witnessed a surge in the number of immigrants in many nations. With business growing beyond borders, the last era has seen the dawn of the concepts like multinationals and trans-nationals. Many countries, with a perspective to gain a competitive advantage, have opened their consumer markets to other nations. There have been significant changes in the statistics concerning reduction in trade barriers, formation of trade blocks, thriving of industries like tourism and MICE, and easing of immigration laws for the monetary benefit of countries. The existence of expatriates is apparent in many different developed and developing countries across the globe. This has in turn triggered the competition in the education industry and has also enhanced the significance of foreign education and exposure. However, there are not many who can cope up with the culture in a foreign country. No matter how strong the emotional make up of a person is, it may be hard to acculturate within a short period of time.
While an opportunity to experience another culture may be that of a lifetime, people invariably find themselves dealing with a culture shock. The study of cross cultural dynamics has served as a field of interest for many researchers. Almost all researches have suggested that many expatriate employees encounter problems that limit both their efficiency while on a foreign posting and their contribution to the company when they repatriate.
The performance of the employees is, to a large extent, dependant on the kind of approach the MNC deems fit to orient its international management. These are as follows:
Ethnocentric
Where key management positions are acquired by the parent country nationals in the host countries.
Polycentric
Where host country nationals manage subsidiaries in their countries.
Regiocentric
A region oriented international management method. Executives are only based in those host regions which bear cultural similarity with the parent country region.
Geocentric
This approach seeks the best suited person for the job, regardless of their nationality.
Cross cultural challenged are most apparent when two sides, the Western and Eastern, try to blend in one organization culture. The attitude of host country nationals towards expats depends on how readily the host country culture accepts changes. An Englishman may feel completely lost in a non-English speaking nation. The fact that getting the simplest things done, like traveling, shopping, communicating at the office etc. may require a lot of energy, hard work and input on his part can take its toll on his mental health and performance. People also have difficulty in understanding and accepting the dress-codes and religious customs. Business ethics for different cultures are different. For instance, Americans prefer talking business right away; on the other hand, Asian cultures prefer a more cordial relationship even with business partners. Gender issues are also of great concern for the expatriates. Women expats in many patriarchal cultures are not taken seriously when it comes to business. The working culture may differ extensively. For instance, where the Dutch may be very punctual, Thais may prefer a more relaxed working atmosphere. Another perceived hitch may lie in the power distance of the organizational structure followed in a country. Levels of bureaucracy and the leadership style followed may hinder or enhance working ability and job implementation. Cultural myopia, prevalent racism or certain pre-conceived notions of the host country nationals regarding various cultures can also pose problems for expats. The success of an executive, however, does not only depend on how well he/she may be able to adjust in the foreign culture. Executives sometimes relocate with their entire families. And even if an expat has been absorbed in the host country culture, he/she may still have to repatriate due to the spouse's failure in tuning or a child's frustration of leaving old friends behind and not finding familiar things around.
To overcome these cultural problems, companies have started imparting pre-departure training to the employees. These may include training in the basic spoken regional language, information about the country's culture, and social and business etiquettes of the host country. The executives can also help themselves by acquiring cultural knowledge from friends and acquaintances and learning about people's experiences in the host country through self-read books and media. Establishing a support system for the family is also a very important aspect of relocating. Younger children can specially be conditioned in such a manner so that they anticipate it with excitement. The cultural knowledge acquired during projects and tours to other nations can become very handy. And last but not least, being tolerant towards the other culture and having an optimistic attitude is the key. The language of words may be misunderstood at times but the meaning of a smile' is known world over.
