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1. Read the following case study and discuss the questions in your

small groups. (1.5 Marks) Case- Nightmare in Turkey
TAS Inc is a large company operating in Food industry. The company has more than 4000 employees worldwide. In the Tasmania, TAS Inc. operation ranges from large to supermarkets. Around 66% of all sales are in Australia.
TAS Inc also operates in 7 countries, including China, Thailand and France. In 2016, the company opened stores in Turkey. This international expansion is part TAS's strategy to diversify and grow the business. In its non-Australian operations TAS builds on the strengths it has developed as market leader in Tasmanian supermarket sector. However, it also caters for local needs. In Thailand, for example, customers are used to shopping in 'wet markets' where the produce is not packaged. TAS Inc. uses this approach in its Bangkok store rather than offering pre-packaged goods as it would in Australian stores.
In 2016, TAS Inc. assigned a new general manager, Joshua Adams, to its subsidiaries in Turkey. Will was assigned on a 4-year international assignment and moved from Hobart to Istanbul. Joshua's task was to implement the new strategy. Unfortunately, he encountered a variety of challenges that proved to be beyond his capability to solve, so he returned to the US in early 2018 after just two years in the position. These challenges included an inability to establish productive and cooperative relationships with his counterparts in Turkey; communication and management difficulties with his direct reports in Turkey; falling sales revenues; and ongoing issues with his children being unable to make friends at the international school in Istanbul. His replacement as General Manager was Lucy Williams, who agreed to take the job following her successful completion of a three-year appointment as the Marketing Manager in TAS Inc. in France. Although Lucy did not have experience in a General Manager's role, her success in the Marketing Manager's position had been noticed in the TAS Inc. head office.
She had very little experience of management outside of marketing and sales, and certainly had no experience of managing the conflicting interests and demands of different divisions within a single business. This lack of essential competence was exacerbated by her lack of knowledge about Turkey. Although Lucy was able to speak English and French fluently, she could not understand Turkey. As a result, communication with most of her staff was always through an interpreter - a situation she found increasingly tiresome. In terms of History, Lucy knew that there has been tension between Australia and Turkey, but she didn't know what war it was about or why had been. let alone its effect on or importance to the Turkish people.
Despite these shortcomings, head office continued to support Lucy in the role. The strain was having multiple effects and Lucy asked to be repatriated back to France on health grounds in 2019. Head office agreed to her request but now faced a dilemma. Three years on, the
Teaching Week 4 2020 Farveh Farivar
International Human Resource Management (BMA777)
planned regionalisation strategy had arrested the slide in revenue and contained costs in other subsidiaries. But in Turkey, virtually no headway had been made and losses continued to mount. TAS Inc. has to decide whether to: a) abandon Turkey altogether; b) remain in Turkey but develop a new strategy to turn the business around; or c) remain in Turkey and redouble efforts to implement the strategy that made so much sense in the other subsidiaries.
Finally, TAS Inc. decided to select the option C, so the HR department in the dead office has become responsible to recruit a new general manager. It was clear therefore, that the primary purpose of the Turkey general manager position was to provide leadership to the subsidiary with a specific expectation that the successful applicant would implement the strategy of integrating the Turkey operations with the other subsidiaries. After 2 months, International HR manager found two potential applicants as below;
Phil Bowel, a 34-year-old single Australian was one applicant for the position. Phil had earned his bachelor's degree in marketing from Sydney University in 2007. After graduating, Phil took a position as product vice-manager in the marketing department at Sydney subsidiary. Three years later, he became carbonated non-alcoholic beverages' manager for the Eastern coast region. After two years in this position, he was put in charge of both carbonated and non-carbonated non-alcoholic drinks in the Australian market. As a country manager, he was paid $300 000 annual base salary and 10% to 15% commission on sales. Although Phil was satisfied with his job, he wanted to reorient his career towards general management positions in this company. Therefore, in 2016 he decided to undertake full-time master's in business administration studies in international management at Melbourne University. After completing his MBA, Phil wanted to come back to Sydney but realised that he needed international experience if he was to fulfil his career potential. The only international experience he had so far was a year spent in Oxford, England, as an exchange program student. Phil
Kathy White was the second applicant for the Turkey General Manager's position in 2019. Kathy was well-known to the staff TAS Inc.'s head office, having worked there for more than 15 years. Kathy had graduated from Tasmanian University with an HR major in 2002. Two years after graduating and working in Perth, she returned to Tasmania and secured a position as an HR vice-manager with substantial responsibilities at TAS Inc.'s - a position she held until 2006. At that point, Kathy embarked on her post-graduate studies. She initially focused on strengthening her HR management credentials, but quickly realised that she needed a more broadly-based qualification if she was to achieve her career ambitions. In 2007, she enrolled in an MBA majoring in International Business University of Tasmania. Her study progress was slowed as she juggled her studies, working part-time at TAS Inc. being pregnant and giving birth to two babies, and adapting to her new role as
Teaching Week 4 2020 Farveh Farivar
International Human Resource Management (BMA777)
a parent of young children. In the summer of 2010, Kathy graduated from her course with distinction and returned to a fulltime role at TAS Inc. In March 2019, she decided to apply for the vacant General Manager's position in Turkey knowing it that would be both a personal and professional challenge.
Questions

-what do you believe TAS Inc should do with respect to its overall Recruitment and Selection Strategy for international appointments?
-With the lessons learnt from the previous appointments what are the key values and behaviours necessary to be successful for this position?
-As a panel decide who you will select for the position based the selection criteria you think is necessary for this job. 2. Describe three individual and three situational factors in expatriate selection. (0.5 mark) 

Step-by-step answer

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