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Essay / Research Paper Abstract
This 9-page paper discusses the role of an organization origin when sending an executive abroad. Bibliography lists 5 sources.
Page Count:
9 pages (~225 words per page)
File: AS43_MTexpawork.rtf
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Unformatted sample text from the term paper:
and studied abroad; and this is up from less than 100,000 that did so a decade earlier (Bartholet and Stone, 2009). Expats tend to experience the world - and international
business - in a way thats different from most stay-at-home American businessmen and women. But there is more to successful expatriate
placements than simply sending someone overseas a few years and bringing him back when the time is up. There are typically three phases to an expatriate placement, the entry phase,
the middle phase and the end phase. An understanding of all of these phases is essential to ensure that an organizations expatriate does the correct job and makes the correct
impression of the company in another country. A major factor in how an executive experiences an expatriate placement, and how that placement benefits the organization for which the expat works,
is the on-going relationship between the executive in the new role and the organization of origin. The organization of origin is the company that sent the executive on the assignment
in the first place. Organizations sending executives overseas reap many advantages; they send a bit of the "home organization" abroad, and that
executive can remind the branch or division or subsidiary about some of the important things from home. This is generally a good experience for the executive as well. In addition
to seeing the international operations up close, the expat can benefit from a different country and culture, and (in theory) bring that information home to the company of origin. Ostensibly,
such information could be melded into strategic planning internationally. But many times, expatriates are sent on overseas assignments for a long while
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