 In this topic, we are going to discuss the factors which affect the effectiveness of expatriates. So what is, first of all, effectiveness of expatriates? As you may know that in the last topic, we discussed that the expatriates, they serve different various roles in the organization where they go in the host country to manage the subsidiary. So we want to analyze or we want to know what are the factors which makes them more effective expatriates in the host country. And if those factors are present, then those expatriate managers will be more successful, more effective. And if the factors are missing, if those elements are missing, then it is possible that the expatriate is not going to be that successful or effective in performing those particular roles. Alright, so the first factor which is important to make an expatriate manager more effective is environment of openness and support for cross-fertilization of ideas for breast practices. So it is an aspect of organizational culture that there should be a culture of openness and then there should be a culture of support. So these things should be present within the subsidiary as well as between the headquarter and the subsidiary management. So these headquarters should be open to ideas. The idea is not taken with an open mind. And similarly, support is very much important. So if support is not given to the expatriate manager, that is also going to affect the evolution of best practices which are required for that particular context. So an environment of openness and support is a very important aspect for making an expatriate manager successful in his various roles. Then the second important aspect is that the need of knowledge and information to travel dietically. Dietically means two-way. Dietically means that there is a dyad between headquarter and the subsidiary management. And dyad is a partnership. It's not that the knowledge and information should only flow from the headquarters to the subsidiary and not back from the subsidiary to the headquarters. Unless you are not taking in knowledge and information on the other side as well, which means from the host country, from the subsidiary to the headquarters, then the mixing of knowledge is not going to be possible. It's not going to lead to different various formation of different various perspectives and that is definitely not going to make the subsidiary manager that effective. So the knowledge and information should transfer from top down as well as from down up. Then the third factor which affects the effectiveness of the expatriate manager is duration of the assignment. If the person is coming for a very short period of time, if he is on a rotational role, if he is given a short-term assignment, then that person may not be very much effective in serving the role of a socializer, serving the role of a network builder because as the situation may, that person is not going to get the opportunity to know the place, to know the culture, to make relationships, to know what is happening in that particular context. So duration is very much important. So if a person is given an assignment for more than one year, then a person can serve those various different roles in a more effective manner. Then it also depends on the type of knowledge. If the knowledge is something which is explicit knowledge, you would know that the type of knowledge is either it is explicit knowledge or it is implicit knowledge which is called test set knowledge. Test set knowledge is something which is learnt in a longer period of time because test set knowledge is something which you gain by observing and which is something which is intangible, which you just cannot transfer just by giving a lecture or just by showing how to do a worksheet or how to do a particular assignment. It is something which is transferred in a long period of time. So if the knowledge is explicit, something which can be transferred, which can be written down in notes, which can be given in a lecture or which can be told to other people, it is something which will be transferred pretty quickly. But if it is something that is test set knowledge, that person has to move around and stay in that position and show the other people, the employees how something is done. So usually things like soft skills, like leadership, like management, like stress management, time management, soft things which are part of a manager's role plays, those are learnt in a longer period of time and because they involve test set knowledge. So the type of knowledge is going to affect the success of the expatriate. Then another important aspect which contributes towards the success of the expatriate is his own ability to teach and motivate others. So everybody is not the same. If the person has good teaching skills, he has the ability to convince others, he has the ability to inspire others, he has the ability that people get impressed by that person, he has got charisma, he has got character, he has got knowledge, skills and abilities, then people are going to follow that person. But if the person does not have those abilities, if the person is somebody who is an introvert type of a person who does not communicate with others very often and very effectively, then he will not be able to transfer knowledge, won't be able to socialize and build those networks which are really very much required from an expatriate manager. And then it's not just the ability of the person, of the leader or of the manager to teach and motivate others. Because the people who are actually the recipients, so the respondents in this situation, the employees or the subordinates, they also must be ready. And the host country employees, they should be ready to accept that person's authority, they should be ready to accept that this person is knowledgeable. He or she can teach them things which are beneficial for them that are important for them and that will make them successful as well. And then they are ready in terms of their abilities as well. So if they have those prerequisite abilities, they will be able to learn more. But if they don't have the prerequisite abilities, for example, if you are trying to teach a person how to do surgery, it is important that person is a medical student. So that person has got the basic prerequisite skill for learning how to do surgery. So that is something which is important that the host country employees, they should be ready in terms of their prerequisite abilities as well as their attitude. If their attitude is wrong, for example, if they do not accept the authority of the person, there is some factor of animosity, there is some factor of belligerence, there is some factor of repulsion. They will not be able to accept the authority of the subsidiary manager and therefore the effectiveness of the expatriate manager will be lowered in that situation. So these are the factors which are important to make an expatriate manager a successful and effective person in the subsidiary management.