雇佣中的十大陷阱(国外英语资料).docVIP

雇佣中的十大陷阱(国外英语资料) A US telecommunications company is seeking global CEOs for its Latin American subsidiary. In fact, the company is not an emerging enterprise, but a joint venture formed by the acquisition of two local companies by the US parent company. As usual, the former chief executive of the two buy-out firms is still appointed as a board member of the joint venture and retains a large stake. Due to the Latin American market has become increasingly saturated, entrants must as soon as possible, and to develop new marketing plan, therefore, the board of directors agreed that the new Chief Executive shall have the ability to construct the enterprise development strategy and high technology products distribution experience. Three months later, the board hired a man who seemed to be an angel match for the company. He had been a great success in the same branch of a telecommunications company, although it had not been achieved in Latin america. He is considered to be a very fruitful strategist, but also the marketing expert. He knows more about the technology, products and customers of the new company than the other 9 candidates. But his term of office ended in less than a year. The reason is simple: he lacks the two skills that a job really needs: negotiation and cross-cultural sensitivity. The new chief executive must meet three each bosom boss: the parent company boss wants to sell the parent companys products and services; a former CEO tries to maximize profits by raising prices to make; and another former chief executive is to cut prices to increase sales. In addition, the American way of communication is face-to-face direct communication, while Latin American formal style of communication is respectful. The new chief executive was unable to cope with the situation, and when he was dismissed, the company was on the brink of bankruptcy. The next chief executive, though he has no experience in the telecommunications industry, has struggled for just 6 months to ge