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Expatriation and intercultural management in Mexico

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  1. Introduction
  2. Understanding the business identity and culture
    1. The general policy of the company
    2. The culture
    3. The moto
  3. Strategic segmentation
    1. Competitive edge
    2. Key success factors
    3. Competencies that the company can gain to experience in segments
    4. The grouping
    5. Value chain
  4. Conclusion

Internationalization has had the effect of forcing companies to expand into new markets. And managers are increasingly asked to work abroad.

The company must think and study in detail the whole process of expatriation in order to integrate the best employees. Indeed, it first passes through a good selection of the candidate, a effective pre-departure, regular monitoring and an anticipation of return. This will allow expatriate employees to fully meet the expectations of the company and pass the missions entrusted to it.

In addition, the manager can no longer afford to think locally and take into account all the cultural and managerial.
Indeed, when a French manager enters a new country, it must be able to integrate both socially and professionally for a higher chance of success.
The repeat number of trainers and experts in the expatriation must mix managerial policy and intercultural dimension.

This brief is a guide for companies wanting to expatriate executives in Mexico. It examines the evolution of expatriation and aims to help define the steps and facilitate the process of integration of employees in this country. It will determine what is the best method to be followed to solve basic problems, the practical reasons as well as aspects of Mexican culture. This was created with the help of testimonies of French expatriates working in Mexico.

How does a French company established in Mexico succeed in the process of expatriation of its French employees and promote thei rcultural adjustment?

In the first part of the study, it will try to understand the challenges of expatriation. Then in the second part, it will talk about awareness of expatriates in intercultural management.

Thus it will try to understand the differences between Mexico and France to a third party, through research field, provide a list of recommendations aimed at French companies established in Mexico.This is to pass the expatriation and adaptation of their expatriates.

According to Webster, to go abroad is to leave ones homeland to settle elsewhere. The expatriate is one who for various reasons lives abroad. Motivations, place of residence and duration of expatriation varies.

In recent years, the concept of expatriation was seen as a concept that would become obsolete, as many believed that globalization would kill expatriation. Indeed, working abroad has almost become common place today in many French companies. It also speaks less of expatriation, but more likely to refer to it as "international mobility".

On the other hand, expatriation is costly and it is sometimes difficult to motivate a company employee to relocate to a country across the world. However the French working abroad are in no way diminishing.

The relocations are important and that is why expatriates are required to implement these businesses.

Indeed both SMEs and large companies start to move abroad for reasons of lower operating and production costs, as well as to conquer new emerging markets. They then need people who have experience in business and are able to coordinate and direct the work of those who are recruited locally.

These people are required to mount subsidiaries, and coordinate and control them, to train new employees to the culture of the company and its products, to transfer and exchange know-how to develop local and regional strategies, and to integrate and develop the acquired firms, etc.

Tags: expatriation the defintion of the term, international mobility, expatriation and inter-cultural management in Mexico


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