International Management Selection and Development

by Frederick Teague



Neither importance of international business to the United States, nor of international activities to U.S. business, need any elaboration today. Nor do the all-too-frequent failures of U.S. business ventures abroad. Comments are given in this article which serve to identify some of the underlying difficulties in one aspect of the challenge facing U.S. companies with substantial overseas operations, particularly in Europe. This aspect is the "people side" of international management with the difficulties and implications of the selection and development of international executives. Since it is known that the most valuable asset and essential ingredient of any organization is its people, particularly the management group, the topic seems especially important to the success of U.S. business overseas. Before starting directly into the subject, two preliminary observations are appropriate. First, it seems that the "people side" is the least well-developed and understood of all the basic functions of management.

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