Practical Cases

(1) The Choueiter Group owns seven factories for the production of Bahraini sweets in Bahrain and has never owned a factory outside Bahrain. The group's management decided to open a new factory in Germany. The group is in the process of appointing a manager from the home country for the new plant in Germany. The management of the group also decided to contract with employees from the home country. Based on the information you currently have, answer the following a) What are the obstacles that the expatriate employees will face? How will you overcome these obstacles for them?

b) What is the package of material and non-material compensation that the new factory manager will receive? Explain the basis for your opinion.

(2) Al-Saada Al-Nasser Group owns five restaurants in Bahrain and has never owned a restaurant outside Bahrain. The group's management decided to open a restaurant in Malaysia and it was contracted with a human resources consulting company to advise on what to do. The following data has been given to the human resource consulting company: First, the majority of managers in Bahrain said they would like to work in Malaysia. Second: There is no Bahraini manager who speaks Malay. Third: The hotel will be ready for opening after four weeks. Fourth: Managers are required to be flexible and travel between the two countries (Bahrain and Malaysia) if any problem occurs.

a) Based on the data that you have currently, what is your opinion of the main priorities that must be taken in employment? Express your opinion with a comparison between the possible primitives for employment?

b) What international training should a manager obtain from the mother country, from your point of view?