According and setting cultural standards for their

According to Yu, Jyh-Liang, Kuo-Pin and Yu-Ching (2005), this academic article unfolds two main issues. Firstly, how a company choose its international manager, then assess Taiwan’s education level in global management. Secondly, what kind of skills a professional international manager needs to have, and to what degree can a Taiwan’s university student master those skills. There are a hundred and eight administrators be surveyed in the articles. As a result, three findings are found in this research study. First, a company pay most attention to “international expertise, foreign language ability, and knowledge related to international business” (Yu, Jyh-Liang, Kuo-Pin & Yu-Ching, 2005, Abstract) when selecting an international manager. Second, it is hard for educational programs to satisfy all the requirements from the business world. Third, an international manager requires to have seven skills, namely “communication… initiative, business ethics… learning… adaptive… and self-control”(Yu, Jyh-Liang, Kuo-Pin & Yu-Ching, 2005, Abstract), in order to bring the maximize satisfaction for his or her organization. The authors also suggest educational institutions push students into real world to practises their skills and help them gain experiences that they can not learn from university. ?opaci?ska (2012) mentions that multinational companies become more and more popular because of the globalization and economic growth. Corporations can corporate and receive benefit from the agreement of mergers, which lead a new challenge to the managers: cultural differences. The author introduces that the association between employee behaviours and cross-cultural management, culture dimensions and management mode. It observes and analyzes the change of management style during the merger between Geely Automobile (Chinese company) and Volvo (Swedish car brand), and how these multinational companies operate efficiently within cultural intelligence managers by adding appropriate cultural elements in the local country, and setting cultural standards for their employee. Iorgulescu and Ravar claim that with the growth of globalization, various of studies about international management are spurting from different organizations, except the hotel industry in Romania. However, there are many hotel chains operate outside of their own countries and aim to work in the Romanian market, which put expatriates in a primary position to the success. After interviewing the expatriate hotel managers in Bucharest, the authors find out that most critical management ability for hotel expatriate managers is cross-culture ability, and parent hotel companies should provide cross-cultural training programs for their managers who governed the subsidiaries abroad. Also, they suggest international hotel chains to give more chances to expatriates, which enhance their speed in integrating into a new cultural environment (2014).