Identify whether GoPops is taking an ethnocentric, polycentric or geocentric approach to staffing its new Russian stores. Use details from the case to justify your response. (10 marks) What are the be

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Identify whether GoPops is taking an ethnocentric, polycentric or geocentric approach to staffing its new Russian stores. Use details from the case to justify your response. (10 marks) What are the be

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Identify whether GoPops is taking an ethnocentric, polycentric or geocentric approach to staffing its new Russian stores. Use details from the case to justify your response. (10 marks) What are the benefits and risks of this approach to staffing, for GoPops? (15 marks) Question 2 …………………………………………………………………. 25 marks What type of adjustment issues do expatriates typically face, and what can organisations do to help manage the transition? Question 3 …………………………………………………………………. 25 marks In what ways might the experience of GoPop’s expatriate managers in Russia be different from the experiences reported in: Perley-Ann Friedman , Lorraine S. Dyke & Steven A. Murphy (2009) Expatriate adjustment from the inside out: an autoethnographic account, The International Journal of Human Resource Management, 20:2, 252-268. Question 4 …………………………………………………………………. 25 marks What training would you recommend be provided to the following manager who has been accepted for posting to Russia? Now aged 32, joined the organization at 20 years of age. Has been in a management position with GoPops for seven years. Has only travelled to Hawaii and Bermuda for one week holidays and has never travelled to another country for business. Speaks no language other than English Is concerned about not knowing very much about Russian culture and the way fast food outlets are managed in Russia. BUS707 Semester 1 Task 3 – Open book Exam (take home) pg. 3 Case study for Task 3 – Take-home exam A US-based fast-food chain, GoPops, owns more than 200 fast-food stores throughout the United States (USA) and a further 80 in Western Europe. It recently acquired a small fast food chain headquartered in Russia with 60 stores. GoPops’ Chief Executive (CEO) decided that half of the new stores in Russia would be retained and rebranded as part of the GoPops Group; the other half will be sold. GoPops set aside two months to rebrand the stores. During its start-up phase in Russia, GoPops planned to draw on the expertise of their existing managers and decided that only internal candidates should be considered. They planned to send some of their existing US-based and European-based managers to Russia to lead the changeover of the new stores and then manage them after they re-opened. They thought that this was important so they could incorporate the organization’s values. However, they believed that once the stores are up and running, local managers could be hired. Initially there were 30 Western managers from various countries and GoPops planned to reduce this number significantly over a five year time period so that Russians would replace all but five store managers. GoPops also decided to recruit a large number of entry-level staff because almost all of the staff from the firm that was acquired had left. For staff at this level, it decided to follow the practice widely used in its existing restaurants and hire Russian teenagers as many of the store staff... people with no prior work experience. The thinking was that it would be easier to instil GoPops’ work habits and standards in people who hadn’t already developed different work habits in former jobs. In this, GoPops believed they would be helped by their strong systems and training for store staff and the experience of store managers they would transfer in from the US and Europe. --------- END ---------

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Question 1
GoPops is a USA based fast food chain. It currently has taken over a fast food chain in
Russia which has 60 stores. Compared to GoPops, the Russian chain is small as GoPops
combining all its national and international stores comprises 280 stores. However, the main
concern for the further operation and maintenance in the Russian fast food company is the cross-
cultural boundary (Sebastian Reiche, 2007). Both nations belong to two different continents
which practice starkly different work culture.

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