ABSTRACT
This chapter provides the practical guidelines for use by management development professionals in designing an international managerial training programme. A Fortune 100 firm with over a dozen international divisions decides that it must begin to think like an international company. It believes it must integrate its managers on an international basis in order to foster mutual understanding of the international character of the business and in order to combat parochialism and rivalry among different divisions. The managers were interviewed between five and six months after their arrival, or, in the case of the questionnaire study reported below, as late as possible in their tenure in the United States. Managers wanted a plethora of specific information about their new corporate position. In working with these managers it was also of interest to explore what indeed the managers learned from their experience.
