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This particular cultural difference can be solved by a briefing of nuance related to communication by the organization that is employing the expatriate. Again, such lessons should be studied both prior to and during the expatriates work in the foreign country. In terms of accounting for cultural differences in leadership styles and organization, the best way for an expatriate to overcome such obstacles is to learn by experience. Moreover, he or she must keep an open mind, and be cognizant of the fact that because a particular approach or style of working and leadership worked in the past does not mean it will necessarily work in the present, foreign environment.
Ultimately, it is up to the multi-national corporation to consistently remind the expatriate of these facts. He or she must be open to accept the fact that by going to a new place with a different culture, he or she must be willing to learn and adapt his or her methods to those around them. The multinational organizations must prepare the expatriate for these cultural differences and perception by acquainting them to varying perceptions of behavior as they are received in a specific overseas location. They can help to educate such professionals by giving them literature that expounds on the differences between American and European ways of doing business, and which emphasizes the fact that in Europe a more formalized, bureaucratic style of leadership is chiefly used (Javidan et al., 2006, p. 79). Additionally, it is up to the multinational company to encourage the expatriate to utilize various forms of perception and styles that may be observed overseas.
Another highly successful strategy would...
This is an ideal means of acclimating the expatriate to cultural normative that may be tacit, but play a profound effect in the conducting of business overseas. Essentially, it is up to the multinational organization to provide the resources for the expatriate to succeed. These should be in terms of personnel resources as well as in educational, linguistic, culinary, and all other resources that play a viable aspect of life and which factor into doing successful business in a new environment.
Therefore, the expatriate must be prepared to handle cultural differences pertaining to language, communication, leadership and organization. The multinational company must provide the expatriate with suitable resources to account for these differences -- and to thrive.
References
Javidan,, Dorfman, P., De Luque, M., & House, R. (2006). "In the eye of the beholder: Cross cultural lessons in leadership from project GLOBE." Academy of Management Perspectives, 20 (1): 67-90.
Nardon, L., Steers, R. (2007). "The new global manager: learning cultures on the fly." Organizational Dynamics. 37 (1): 47-52.
Suutari, V. (1998). "Problems faced by western expatriate managers in Eastern Europe: Evidence provided by Finnish expatriates in Russia and Estonia." Journal for East European Management Studies. 3 (3). Retrieved from http://www.academia.edu/1752568/Problems_faced_by_Western_expatriate_managers_in_Eastern_Europe_Evidence_provided_by_Finnish_expatriates_in_Russia_and_Estonia
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