Section Fourlateral moves and the slow-track approach is that the manager
develops a broader understanding of the company and is on
the job long enough to see more of the fruits of his or her
efforts. Another example of an alternative developmental
approach is Du Pont’s assignment of managers to overseas
posts as a prerequisite to top management positions.^88
Management Development for
International Assignments
The use of overseas assignments for development is in sharp
contrast to the past when managers having poorer prospects
for higher positions were relegated to international
assignments, as indicated by the following quotation: “At
Du Pont, where nearly half the sales are foreign, overseas tours
are becoming de rigueur for eventual moves up.”^89
Unfortunately, U.S. companies have often failed to provide
adequate training for expatriate assignments and have been
dissatisfied with cross-cultural training. Nonetheless, such
training can be more effective if it is supported by top
management, based on adequate resources, and of sufficient
duration. Where extensive cultural fluency is necessary, an
immersion approach to training may be needed. Such
approaches involve the use of field experiences, simulations,
comprehensive training in languages, and sensitivity training.^90
There also may be greater support in the future from top