EXPATRIATION & LABOR RELATIONS
DIRECTION & DEVELOPMENT
Responsibility is both delegated by management and received with
open arms by management. While some direction is sought after, management
in the United States enjoys the opportunity to solve delegated problems.
FOREIGN INVESTMENT CLIMATE
With few exceptions the U.S. government places no real restrictions
on foreign investment. These exceptions would include investments
that can jeopardize national security. Some states however, limit
the ownership of real estate by foreign investors.
ROLE OF WOMEN
There are more opportunities for women in management in the United
States than in most other countries. Typically if there are more
opportunities for women within their own country, then there are more opportunities
for them as expatriates.
Expatriate selection is a complex process and requires many things
to be determined before an individual is sent into the workforce.
For instance how does that culture react to women in the workplace, how
are foreigners treated, and what type of relationship exists between the
management and the labor force (whether unionized or not.)
In the United States, women are accepted in the workforce more than in
most other cultures, foreigners are typically accepted, and unionized labor
is not that prevalent and is declining.
Typically family members are not hired as this is frowned upon.
Jobs are typically given according to experience and skill and advancement
is based on performance. Within a limited number of industries that
are union based, advancement and job security are based on seniority.
TRAINING & DEVELOPMENT
Instruction is both structured and precise. American workers
want to know what is expected of them but not necessarily how it should
be done. U.S. society expects to be offered the opportunity to develop
through training in order to achieve advancement within a company.
In the U.S. approximately 11 percent to 20 percent of the labor
force is unionized. In America, members of a union are represented
by a business agent. The business agent is able to negotiate on behalf
of the union members which gives the agent the collective bargaining power
of all of the members rather than each individual worker negotiating his
or her own terms.
Deresky, Helen. International Management: Managing Across Borders.Third
Edition.Prentice Hall.2000. p384, 390-392,.