A finished MGT-470 Topic 6 international staffing decision analysis example, choosing home, host or third-country candidates post by post on need and cost, with the return planned. Searches like "mgt 470 topic 6 assignment example", "mgt470 topic 6 sample" and "mgt-470 topic 6 example" land here.
What a finished MGT-470 Topic 6 international staffing decision analysis looks like
A default nobody chose is named first: every site head the firm has appointed came from Pittsburgh, an ethnocentric pattern in Perlmutter's terms. Each post is then described by what it most needs. The Queretaro general manager needs local legitimacy with a unionized workforce and suppliers, so a host-country candidate is chosen, with a finance controller from headquarters for two years. The Nagoya head needs relationships with Japanese automakers and fluent Japanese, which only a host-country national offers. The German engineering lead needs the platform knowledge a Queretaro engineer gained during the last product launch, so the analysis proposes a third-country assignment. Costs are labeled illustrative, about 95,000 dollars a year for the local general manager against roughly 240,000 for a Pittsburgh assignee, and the engineer's return role is named before departure.
How an MGT-470 Topic 6 example is structured
Three posts are worked one at a time, with the firm's staffing orientation examined before the first and after the last. How site heads have been chosen so far is recorded at the outset and named using Perlmutter's ethnocentric, polycentric and geocentric categories. Each post's deciding need follows: control, local legitimacy, market knowledge or technical transfer. Home, host and third-country candidates are then compared for each post on those needs and on labeled illustrative cost. Selection criteria for the third-country assignee reach beyond technical skill to family circumstances and adjustment at work, in interaction and in daily life. Preparation is planned next, from language training to a family visit before the move, and the return role is named before departure. The analysis ends by stating the orientation the three decisions add up to, which is no longer the one it started with.
A default nobody decided
Every site head so far has come from Pittsburgh, and the analysis names that ethnocentric pattern before any role is filled, so habit is visible as a choice.
What each post most needs
Local legitimacy, customer relationships conducted in Japanese and platform knowledge are the deciding needs for the three posts, and each drives a different staffing answer.
Home, host and third-country compared
Each candidate type is set against each post's need and a labeled illustrative cost, so the choice rests on both fit and price.
Selection beyond technical skill
The third-country engineer is assessed on family circumstances and on adjustment at work, with colleagues and in daily life, following the adjustment research.
Preparation before the move
German language training, cross-cultural briefing and a family visit to Stuttgart are scheduled before departure rather than offered after problems appear.
The return role named now
The engineer's post back in Queretaro is fixed before the assignment starts, since the repatriation literature links an undefined return role with departures after homecoming.
Where marks go in MGT-470 Topic 6
One approach applied to every post is the commonest reason staffing analyses score low. A paper recommending host-country nationals throughout because they are cheaper and local has ignored the post where platform knowledge matters more than local ties. Recommending home-country managers everywhere repeats the default the topic asks writers to question. Candidates compared on cost alone miss what each post exists to do, and candidates compared on fit alone never show the price of the choice. Selection based only on technical record overlooks the family and adjustment factors that Tung's research placed among the main reasons assignments end early. Analyses citing very high expatriate failure rates as fact overlook Harzing's argument that those figures rest on weak evidence. Assignments with no return role planned leave the firm likely to lose the person it just developed.
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Send the MGT-470 Topic 6 instructions, the rubric posted in your classroom and the roles, countries or organization the case describes. We write a custom example to those criteria, with the current orientation named, each post's needs stated, candidate types compared on fit and cost, selection and preparation planned and a return role set, in 24 to 48 hours. The first one is free.
MGT-470 Topic 6 questions, answered
What are Perlmutter's staffing orientations?
Howard Perlmutter described ethnocentric, polycentric and geocentric orientations in multinational management, later joined by a regiocentric category in work with David Heenan. Ethnocentric firms fill key posts with home-country nationals, polycentric firms let host nationals run subsidiaries, and geocentric firms seek the best person regardless of nationality. Many firms mix orientations, and the example shows its three decisions producing a mix.
What did Tung find about expatriate failure?
Rosalie Tung's surveys of multinationals found that American firms most often cited the spouse's inability to adjust, followed by the manager's own difficulties, as reasons assignments ended early. Her work helped move selection beyond technical competence. Later researchers, Anne-Wil Harzing among them, questioned the very high failure rates often quoted alongside such findings, and the example cites both.
Why plan the return before the assignment starts?
Because the return is where many firms lose the value of an assignment. A returning engineer whose former role was filled, and whose new skills have no obvious use, has every reason to take them elsewhere. Naming the return role in advance gives the assignment a clear purpose for both sides and lets the home site plan for what the returnee brings back.