I want answer with explanation...

I'll upvote you...

CONSTRUCTO has relied heavily on highly-paid expatriate staff to manage its Vietnam operations, but not only has this team proven ineffective in achieving the company's goals, the cadre of managers has experienced very high turnover. Might a different mix of management talent help to turn things around? How can CONSTRUCTO Vietnam stop shedding its expatriate staff? Prepare a report CONSTRUCO's executive management team addressing these expatriate staffing problems with practical solutions for creating a more capable and effective manage team for the division.

First, describe and analyze what we know about the current situation as presented in the case document.

Describe CONSTRUCTO's current management staffing plan and associated policies or practices as it exists today. How many host nation managers are there? How many expatriate managers? Assume little to no training is provided to expatriate personnel.

Identify how these policies and practices may be contributing to at least two (2) specific operational problems from the case. Cite specific issues and examples raised by the case.

Second, propose a set of recommendations to improve the situation.

Discuss if the mix of expatriate managers to host nation managers is appropriate. Should CONSTRUCTO hire more host nation managers? Fewer? Explain how a change in this balance may improve operational effectiveness and business success. If no change is recommend, explain why the current balance provides the right mix of skills, experience, and knowledge for the Vietnam Division.

Outline a new training program for company expatriate managers.

List the topics or courses expats should be required to take through a formal training program. Which courses should be completed before moving to Vietnam? Which courses should continue or take place once the staff member has arrived in Vietnam?

What informal or "outside the classroom" hands-on training experiences or activities should be facilitated by the company?

Finally, speak directly to CONSTRUCTO's gender policy.

Is the policy fair, appropriate, and/or strategic?

Should it remain in place or be modified or be cancelled? Why?

If female managers are sent to Vietnam, what additional support do you recommend to ensure they are successful?