Attitudes to Language Learning

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. ATTITUDES TO LANGUAGE LEARNING 7 W ith the establishment of the Single European Market, British companies may find that foreign language skills are increasingly required.

Selecting expatriate managers: key traits and competencies

“…A Peace Corps volunteer typically spent 325 hours in language training prior to posting overseas, and language learning capacity was considered a critical competence that played a deciding role in final selection (Henry, 1965). The goal of progressive language learning programmes is to establish multicultural communicative competence (Shanahan, 1996), and as such some organisations have made recent attempts to internationalise by encouraging language training (Lauerman, 1992;Swift and Smith, 1992).…”

An Exploration of the Use of Language Training in Exporting Firms

“…This puts them ahead of the majority of companies, not just in the county of Northamptonshire but in Great Britain as a whole (Swift and Smith, 1992).…”

Unique Competences of Expatriate Managers

“…Wśród powszechnie wymienianych w literaturze przedmiotu kompetencji ekspatrianta-menedżera znalazły się takie kompetencje, jak: umiejętności budowania relacji (Klineberg, Hull, 1979;Tajfel, 1981;Furnham, Bochner, 1982;Coyle, Shortland, 1992), wrażliwość kulturowa (Bochner, 1981;Mendenhall, Dunbar, Oddou, 1987;Gersten, 1990;Alder, Bartholomew, 1992;Coyle, Shortland, 1992;Harris, Morgan, 1996;Harvey, 1997;Malie, Akir, 2012), a także umiejętności lingwistyczne, a więc znajomość języka kraju oddelegowania (Lauerman, 1992;Swift, 1992;Malie, Akir, 2012) oraz umiejętność zarządzania czasem (Malie, Akir, 2012). R. Tung (1981) wskazał natomiast jedną kompetencję -umiejętność komunikacji -jako wspólną dla wszystkich rodzajów pracy ekspatrianta.…”