This report examines Microsoft's international development strategy, focusing on the complexities of entering global markets. It analyzes cultural barriers, communication styles, and organizational cultural issues. The report proposes a geocentric approach for the UK and Japan, discussing its benefits, limitations, and impact on HR functions. It then evaluates the UK using Hofstede's cultural dimensions, including power distance, individualism, and uncertainty avoidance. Furthermore, the report addresses the issues of cultural shock for expatriate employees, outlining the honeymoon, frustration, adjustment, and adaptation stages, along with motivational strategies to overcome these challenges. The report concludes with recommendations for Microsoft's international HR practices.