Managing in international context Name of the student: Author note: Expatriates

Running head: MANAGEMENT
Managing in international context
Name of the student:
Name of the university:
Author note:

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MANAGEMENT
Expatriates
From the external research, I have gained knowledge that the persons residing in the
foreign countries instead of the native country are designated as expatriates. In the process of
research, I found the statements of the scientists regarding the concerns towards rise in the
global mobility. The major drive behind this are the supply and demand factors (Wang and
Varma 2019). I think international Assignments (IA) are beneficial ensuring that the
individuals get prospective employment opportunities in the foreign countries. I think
frequency needs to be maintained in the programs like fly in and fly out assignments for
catering to the specific needs, demands and requirements of the staffs from the overseas
countries.
According to my observations, indulging in strategic alliances with the universities
and brands would be fruitful in terms of introducing effective training and development
programs for the expatriates. Considering the arguments of Trembath (2016), I can state that
these initiatives would be something other than the usual traditional programs, policies and
practices, diversifying the operations. I also feel that that implementation of the strategies
need to be done in a rational manner for benefitting the expatriates.
Theoretical considerations
A model of Repatriation practice is to be practiced by the organizations in terms of
benefiting the expatriates. I have gained an insight into the fact that the main essence of this
theory lies in the preparation of the strategies for catering to the specific, needs, demands and
requirements of the expatriates. In case of the benefits, I can highlight the arguments of
Bader, Schuster and Bader (2016) regarding the activities of career enhancement plans and
programs, which would act as a planned and reasoned approach towards enhancing
professionalism. Along with this, I have gained an insight into the fact that adherence to the

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MANAGEMENT
integrated structures is assistance for the companies and organizations to executing strategic
management of the expatriates. In this context, I affirm with the propositions of Kumarika et
al. (2017) about the four stages of strategy planning, which are:
 Planning for the repatriation
 Repatriate agreement
 Repatriate program
 Evaluation of the Repatriate strategy
Organizational perspectives to expatriation
From the external research, I have learnt that the management of the expatriates is a
time consuming and costly process. Criticality of the process is reflected from the integration
and coordination of the firms through the means of offshore management practices. In this
context, I can draw references to the assumptions of Yunlu et al. (2018) about expatriate
lifecycle, which sheds light on the management of the expatriates.
Fig: The expatriate lifecycle
Recruitmen
t
Selection
Orientation
Internation
al
assignment
Debriefing
Repatriatio
n
Re-
orientation
New
assignment