Reference no: EM133213535

Cultural Conundrum Anna has enjoyed great success in the Toronto office of a global company. When she was offered an assignment in Pestia, Iberon, she approached the job with the full confidence of her employer that she could oversee the reorganization of the subsidiary. By asking her extensive network of colleagues about Iberon, she learned a few tips. Even with tips, Anna's assignment was heading towards failure. After six months, she was very discouraged and when she returned home for the holidays, she reported the following problems: · Although everyone spoke English, there were communication problems · Everything took too long to complete, with deadlines missed and employees not following schedules · Although she asked her employees for feedback and information, and received promises that these would be forthcoming, no data arrived The communication problems only compounded the difficulty of the situation. Yes, employees spoke English, but there were cultural differences. To a direct request to meet a deadline that they perceived as impossible, employees would save face (for themselves and the person making the request) by saying that they would do their best. Saying no is not part of Iberon culture. Anna made the mistake of transferring her management style, which was successful in Toronto to Pestia, Iberon, without understanding the cultural differences.

Questions:

1. Exactly what preparation should Anna's company have given her before she started her assignment?

2. In general, what should a candidate for an international assignment do to prepare for a job in the absence of company orientation and training?

3. On her return to Iberon, what should Anna do to establish a more open, trusting working relationship with her employees, including actions to better meeting deadlines.