Reflection 3 questions

484 CHAPTER 13 ! Human Resources: Planning for Global Expansion

FOR YOUR CONSIDERATION 1. Would you be interested in an expatriate management position in the hospi-

tality industry? Why or why not? 2. If possible, interview a hospitality manager with expatriate experience (ask

local managers or faculty members for referrals). Ask the following questions: a. What were the main reasons that you accepted the assignment? b. How did you prepare for the assignment? c. What, if any, surprises arose as you managed the operation? d. What is your advice for someone considering an expatriate management

position? 3. Do you think that managing employees with diverse cultural backgrounds in

the United States is helpful experience for someone planning to be an expatri- ate manager? Why or why not?

4. Would business or personal living adjustments be the most difficult if you assumed an expatriate position? Why?

CASE STUDY: HUMAN RESOURCES MANAGEMENT IN ACTION Rio Grand Services Management operates contracted food services for about 25 relatively small healthcare facilities throughout south Texas. Recently, com- pany officials have been approached by two government - operated hospitals in Mexico about the possibility of managing their facility ’ s foodservice depart- ments. Company officials had also met with several representatives of small hospitals from Central American countries who had similar interests. Rio Grand Services officials thought they might have discovered a market niche that was not being served by large contract management organizations.

Mode of entry Subsidiaries Joint venture Multinational (organization) Transnational (organization) Culture Organizational culture Sociocultural

Country cluster Cultural intelligence Exchange rate Inflation Culture shock Cross-cultural adaptability Reverse culture shock

HUMAN RESOURCES TERMS The following terms were defined in this chapter:

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