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Three keys to getting an overseas assignment right
Assuming a new leadership role is hard even in the best of circumstances: relationships are undefined, routines are unfamiliar, and expectations are often unclear. Now imagine yourself heading up a new unit or project in a corporate and national culture radically different from your own. To strengthen their CVs, many ambitious executives willingly learn new languages, uproot their families, and puzzle over local laws and customs. But an international management assignment can be a harrowing journey of sorts. Indeed, if they've never made an international move before, emerging leaders can fall into common traps that severely stress their family bonds, negatively affect their performance at work, damage their businesses, and even derail their careers. That's what it was like for a leader we'll call Oscar Barrow. Six months into a new assignment in China, he had made several serious missteps with employees, the plant he'd been charged with turning around quickly was still struggling, and his tough corporate-lawyer wife was in meltdown mode. What happened?.Printed journal
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | : Harvard Business School Publishing |
|---|---|
| Edisi | - |
| Subjek | Pharmaceutical industry Management development Multiculturalism & Pluralism Managerial Skills International |
| ISBN/ISSN | 178012 |
| Klasifikasi | - |
| Deskripsi Fisik | - |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas | Tidak Ada Data |