This would certainly not be easy for a manager from the U.S. who would still have to adapt to the culture, which is not feasible. In addition, hiring such managers would certainly be advantageous to a U.S company because of their low bargaining power for hardship allowance since they are used to the condition of the area. This is because such managers would see working in such countries as a hardship country compared to managers from the U.S. who would most likely be more expensive because they would demand all the hardship allowances paid (Stroh, 2005).
The greatest advantage of sending managers from the company’s headquarters in the U.S. to lead operations in a difficult country, in the Middle East, is that such managers are already familiar with the operation of the company including its missions, visions. This implies that these managers would not need more training as, opposed to hiring managers from the hardship country. In addition, sending managers from headquarters would eliminate costs associated with the hiring of new managers from the Middle East. Therefore, this would a good cost-cutting strategy to pursue (Jabbra and Jabbra, 1997).
The disadvantages of sending such managers emanate from the fact that they are not familiar with the environment and the culture of the people of the Middle East. This would certainly affect their performance since they would take too long trying to adapt to the weather and the culture of people such as language and their perception of such managers. In addition, doing this would not be cost effective due to the fact they would demand too much hardship allowances because of working in such countries.