...demonstrated that a more effective management of human resources internationally is imperative for the success of companies in international business (Shen). Therefore international organizations need to understand the roll that plays the international human resource management (IHRM) department, and the importance of adopting an effective recruiting, selecting, and training strategies that will enable the company to select the right talent for the right places. IHRM plays a very important and challenging roll in the international setting of organizations because “they must develop practices which will maintain congruence with the overall strategic plan of their respective multinational corporations, while balancing the economic, social, political, and legal constraints of the host countries” (Caligiuri). Companies understand that the only way to develop strong and successful global leaders, which are keys to competitive advantage, is through an IHRM department that has a well develop competitive strategy in place. Multinational Corporations (MNCs) like Unilever and Huawei Technologies Co., a Chinese networking and telecommunications supplier, have understood the importance of a well develop IHRM department and have implemented strategies that are aligned with a global approach that support the business operation worldwide (Gartsdie). Based on Heenan and Perlmutter model there are four competitive strategies as well as different training alternatives for global assignees that...
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...People management Students Name Institution Singhania worked in his father’s law firm where he was exposed to a number of challenges while practicing law; he was also able to learn how the challenges could be solved. With pieces of advice from the father, Singhania managed to start a law firm that became one of the major players in Indian legal industry. His small firm, which started with only two lawyers, rose to a bigger one with fifty lawyers within a period of six years. The achievements were made easier by a well laid down strategy of Singhania and Partners Company. The strategy of Singhania and Partners was to get skilled lawyers and retain them in the firm to help the organization provide their clients with high quality legal services. Focus was on the high demand for legal services created during the liberation of Indian economy; there was high demand for legal services and the industry had a shortage of skilled lawyers. Getting skilled lawyers was a big challenge as the industry had a few lawyers that were skilled, particularly in the foreign legal issues. The few skilled staffs that were in the market kept on moving from one firm to another while others creating their own firms. Singhania and partners provided the best environment for their employees that gave room for development; employees were promoted based on their performance. Considering their lawyers as assets, the organization developed...
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...acclimatising in the host country’s culture. This analysis is critical as it affects the company’s nature of business, its revenue and profits, and its business models in the parent and host countries. Subsequent to this analysis recommendations with substantial facts and justifications will be put forward, taking into consideration a holistic approach with extensive analysis, to develop comprehensive strategies in the context of international human resource management (IHRM), for the company’s business expansion to China. IHRM generally can be defined as managing employees within international organisation. These aspects include management of expatriates and internationalisation management (Scroggins & Benson, 2010). It covers mostly similar perspectives as HRM with consideration in internationalisation of business. HRM strategies, policies and practices in related to international business. Among the objectives of IHRM are to achieve global integration, organising global coordination, managing alliances and strategic partnerships (Evans et. al, 2011). Significant increase of growth rate in the globalisation of business and world trade are evident due to market integration and foreign direct investment (FDI) (Beardwell, 2004). Companies which have executed cross border expansions, have their preferred methods in managing their social capital, locally and internationally. Expatriates from parent company nationals (PCN), is one of the preferred method by companies as knowledge...
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...how to take and promote product Tuovi Tuotevirtakirjanpito to EU markets. Tuovi Tuotevirtakirjanpito is a stock and feed recording program for organic farmers. It produces necessary stock and feed reports for annual inspection. Also stock balance reporting benefits farm managements. Because Tuovi Tuotevirtakirjanpito complies with all the regulations EU has set for organic farmers, it has possible markets in EU. Aalto School of Competitive environment of Small Business Center Business, The Aalto Small Business Center wants to produce an analysis of their competitive environment in Small Business Center terms of areas of expertise, product segments etc. in order to differentiate themselves from their (www. competitors and to clarify their strategic areas of competence. The...
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...International Management: Managing Across Borders and Cultures, Text and Cases, Seventh Edition SEVENTH EDITION FEATURES • Streamlined text in eleven chapters, with particular focus on global strategic positioning, entry strategies and alliances, effective cross-cultural understanding and management, and develop- ing and retaining an effective global management cadre. The seventh edition has been revised to reflect current research, current events and global developments, and includes company examples from the popular press. In Chapter 1, we introduce trends and developments facing international managers and then expand those topics in the context of the subsequent chapters. For example, we discuss developments in globalization and its growing nationalist backlash— in particular resulting from the global financial crisis. We discuss the effects on global business of the rapidly growing economies of China and India and other emerging economies such as those in Africa, and the expansion of the EU; the globalization of human capital; and the esca- lating effects of Information Technology and the global spread of e-business. We follow these trends and their effects on the role of the international manager throughout the book. For exam- ple, in Chapter 6 we focus further on strategies for emerging markets, while also dealing with changing strategies to respond to economic decline around the world and an increasing level of nationalism in some industries; we have a...
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...CHAPTER ONE: CHAPTER TWO: * Strategy is a planned process whereby organizations can map out a set of objectives and methods of meeting this objectives. * Corporate strategies is a company-wide strategies that are concerned with the long-term view of the organization * Business strategies focus on one line of business; building a strong competitive position * Three corporate strategies (Restructuring, Growth and Stability/Maintenance) * Strategy is like a game plan in sports or an airline’s flight plan. It is important to have a plan that moves towards goal achievement, however, there must be flexibility and adaptability to adjust to internal and external environmental factors * Mission statement: an articulation of the purpose of the organization and the value it creates for customers * Vision: Defines the organization’s long-term goals. The vision statements asks the questions “Where are we going?” * Value Statement: the basic beliefs that govern individual and group behaviour in an organization. * Michael Porter’s Model * Low Cost Provider Strategy: Low cost - in demand in the market * Broad Differential Strategy: High cost - in demand in the market * Best Cost Provider Strategy: Low/High cost - in demand in the market * Focus Niche Low Cost * Focus Niche Broad Differentiation * Competitive Advantage - the characteristics of a firm that enable to earn higher profits that its competitors * Tangible Assets - easiest to value and the only ones that ...
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... ………………………………. 9 Appendix ………………………………. 10 1. Introduction: 1.1 Overview: Each organization has its particular strategy to fit its distinctive competencies, needs and circumstances. Strategy can be conceptualized into three levels: corporate level, business level and functional level. At the Corporate level strategy is interested with the question what are the range of businesses the corporation wants to compete in (Buller & McEvoy, 2012) On the other hand, M.L. Lengnick-Hall and others (2009) mentioned that Human Resource Management (HRM) could be categorized into three subfields: micro HRM (MHRM), strategic HRM (SHRM), and...
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...Purpose and principles: Multinational companies recognize that human resources play an important role in developing and sustaining a competitive advantage in today’s highly competitive global business environment. As a result, Multinational companies increasingly use expatriates on short-term and long-term international job assignments for a variety of purposes, such as to acquire and transfer knowledge, to manage a foreign subsidiary, to fill a staffing need, to maintain communication, coordination, and control between subsidiaries and corporate headquarters, and to develop global leadership competence. Given this, successful expatriate assignments are indispensable to Multinational companies for both developmental and functional reasons. Training: An expatriate’s success in the host country is largely determined by his or her cross-cultural adjustment to the host country. While immersed in the new culture, expatriates are ‘removed from the comfortable environment of their parental culture and placed in a less familiar culture’ and are susceptible to adjustment problems because of numerous challenges that inhibit their cross-cultural adjustment like the need to speak the foreign language, to cope with culture shock, to understand different laws and customs, and to interact with local nationals. Scholarly research that has been conducted in recent years suggests that expatriates who are not prepared to confront the challenges (e.g., to cope with culture shock) find...
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...CHAPTER 1 – STRATEGIC MANAGEMENT STRATEGY Strategy: formulation of organizational missions, goals, objectives and actions plans (how the organization intends to achieve its goals Mintzberg’s 5 P’s of Strategy: i. Plan: intended course of action a firm has selected to deal with a situation ii. Purpose: consistent stream of action that sometimes are the result of a deliberate plan and sometimes the result of emergent actions based on reactions to environmental changes or shifting of assumptions iii. Ploy: specific manoeuvre at the tactical level with a short time horizon iv. Position: the location of an organization relative to its competitors and other environmental factors v. Perspective: gestalt or personality of the organization HR Planning Notebook 1.1 – Description of Strategy Strategy: declaration of intent (considered as both plan and purpose) Strategic Intent: tangible corporate goal; point of view about the competitive positions a company hopes to build over a decade Strategy Formulation: entire process of conceptualizing the mission of an organization, identifying the strategy, and developing long-range performance goals Strategy Implementation: activities that ees and managers of an organization undertake to enact the strategic plan and achieve the performance goals Objectives: the end, the goals Plans: product of strategy, the means to the end Strategic Plan: written statement that outlines the future goals of an organization...
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...Operations; Management Contracts; International Joint Ventures; Fully-Owned Subsidiaries; e-Business Proactive Reasons Management Focus: Mexico's Cemex Reverses Course to Comparative Management in Focus: Strategic Planning for the EU Market Strategic Choice of Opportunities in South Africa Reasons for Going International Respond to Global Downturn Strategic Formulation Process Steps in Developing International and Global Strategies Mission and Objectives Environmental Assessment Institutional Effects on International Competition Sources of Environmental Information Internal Analysis Competitive Analysis Strategic Decision-Making Models Global and International Strategic Alternatives Approaches to World Markets Global Strategy Regionalization/localization Ali Sulaiman 71859876 aassbk@gmail.com Timing Entry and Scheduling Expansions The Influence of Culture on Strategic Choices Conclusion Summary of Key Points Discussion Questions Application ic Exercises Experiential Exercise Internet Resources Case Study: YouTube LLC: Going Global by Acting Local AUL_KASLIK – MBA Helen Deresky International Management OBJECTIVES 1. To understand why companies engage in international business. 2. To learn the steps in global strategic planning and the models available to direct the analysis and decisionmaking...
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...Global Talent Management Recent developments in management- and academic literature and application of the ING. Talent, from Greek talanton; Latin talenta; a unit of weight or money. Amsterdam Business School Course: Author: Date: Business Studies Seminar, Final Assignment (Paper) Bekir Gündelik #10481745 23-10-2013 1 Introduction The term “talent” dates back to the ancient world (from Greek talanton; Latin talenta) where it was used to denote a unit of weight or money (Talent, n.d.-a; Tansley, 2011). Subsequently, the meaning of talent underwent a considerable change, standing for an inclination, disposition, will, or desire by the 13th century (Talent, n.d.-a). In the 14th century, talent then adopted the meaning of a special natural ability or aptitude, which was probably based on figurative interpretations of the Parable of the Talents (Matthew 25:14–30) (Talent, n.d.-a). The subtext of this parable conveys that talents—whether they are interpreted as monetary units or natural abilities—are valuable and should not be wasted, and this moral still applies today. This paper set out to identify current developments in global talent management and leadership and the current position of ING Bank (ING) as an employer and facilitator of global talent management programs and leadership programs. The next generation of global talent management practices and solutions will largely be driven by economic evolution, demographic changes, and technology advancements. These factors...
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...Strategic Integration of Recruitment Practices and Its Impact on Performance in Indian Enterprises Ashok Chanda, Trapti Bansal & Rupal Chanda Abstract Recruitment and selection is a foundation of human resource management (HRM) practices and its integration to business is critical to achieve organisational strategic goals. However, little research has to date examined strategic integration in this specific human resource (HR) practice, and, therefore, little is known about the level and application of recruitment and selection strategic integration a situation that warrants greater investment due to the economic growth in India in a corresponding expansion of Indian enterprises. Consequently, this study investigates the level at which recruitment and selection practices integrate with business strategies and the relative effects of different levels of such strategic integration on organisational performance in 259 Indian enterprises. The results show the majority of Indian enterprises had a high level of recruitment and selection strategic integration in business strategy formulation and implementation. Moreover, the level of recruitment and selection strategic integration was positively related to growth in market share, profits and sales, employees’ satisfaction, employees’ productivity, and negatively related to employees’ turnover. The implications for HRM practitioners and further research are discussed. Introduction Recruitment and selection is the process of attracting...
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...The Globalization and IHRM of Lenovo ⅠIntroduction Lenovo Group Limited is a Chinese multinational personal technology company that develops, manufactures and markets desktop and notebook computers, workstations, servers, storage drives, IT management software, and other related products and services. Lenovo was incorporated in Hong Kong in 1988 under its previous name, Legend.[1] Lenovo's principal operations are located in Morrisville, North Carolina, Beijing, China and Singapore. (Global Headquarters : The United States Raleigh ( North Carolina Research Triangle Park ) (The main R & D centers: Beijing, China, Japan and Japan, Shanghai, Shenzhen and the United States, North Carolina, Raleigh (Production base and assembly facilities: Beijing, Shanghai, Huiyang and Shenzhen; India's Pontiac Lee (Pondicherry,); Monterrey, Mexico (Monterrey,); the United States Greensboro (in Greensboro); and in the global contract manufacturing and OEM Lenovo is the world's second largest PC maker and markets the ThinkPad line of notebook PCs and ThinkCentre line of desktops. These brands became part of Lenovo's offerings after its 2005 acquisition of IBM's personal computer business. Lenovo also sells the IdeaPad line of notebook computers. Lenovo markets its products directly to consumers, small to medium size businesses, and large enterprises, as well as through online sales, company-owned stores, chain retailers, and major technology distributors and vendors. 1.Joint ventures,...
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...SAVONIA UNIVERSITY OF APPLIED SCIENCES UNIT OF BUSINESS AND ADMINISTRATION, KUOPIO THE IMPORTANCE OF STRATEGIC MANAGEMENT A case study of H&M Ding Huiru Business Administration Bachelor’s thesis International Business April 2011 2 SAVONIA UNIVERSITY OF APPLIED SCIENCES SAVONIA BUSINESS Degree Programme, option International Business Author(s) Ding Huiru Title of study The importance of strategic management, Case study of H&M Type of project Date Pages Thesis 27.4.2011 59+12 Supervisor(s) of study 1st Antti Iire 2nd Anneli Juutilainen Executive organization H&M in Kuopio,Finland Abstract Hennes & Mauritz (H&M) is a 100 billion Sweden company, engaged in designing and retailing of fashion apparel and accessories. The company offers a range of apparel, cosmetics, footwear and accessories for men, women, children and teenagers. H&M primarily operates in Europe, North America and Asia, and has a presence in over 38 countries. The company is headquartered in Stockholm, Sweden and employs approximately 87,000 people on a full-time basis. This thesis focused on the strategic management of H&M company. The main research problem was to make an in-depth analysis of its marketing strategy and how to implement it. The main research method was a qualitative research by analyzing their company data, annual reports and making interviews with the manager, staffs and customers in Kuopio shop. The thesis starts with a general introduction...
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...SAVONIA UNIVERSITY OF APPLIED SCIENCES UNIT OF BUSINESS AND ADMINISTRATION, KUOPIO THE IMPORTANCE OF STRATEGIC MANAGEMENT A case study of H&M Ding Huiru Business Administration Bachelor’s thesis International Business April 2011 2 SAVONIA UNIVERSITY OF APPLIED SCIENCES SAVONIA BUSINESS Degree Programme, option International Business Author(s) Ding Huiru Title of study The importance of strategic management, Case study of H&M Type of project Date Pages Thesis 27.4.2011 59+12 Supervisor(s) of study 1st Antti Iire 2nd Anneli Juutilainen Abstract Executive organization H&M in Kuopio,Finland Hennes & Mauritz (H&M) is a 100 billion Sweden company, engaged in designing and retailing of fashion apparel and accessories. The company offers a range of apparel, cosmetics, footwear and accessories for men, women, children and teenagers. H&M primarily operates in Europe, North America and Asia, and has a presence in over 38 countries. The company is headquartered in Stockholm, Sweden and employs approximately 87,000 people on a full-time basis. This thesis focused on the strategic management of H&M company. The main research problem was to make an in-depth analysis of its marketing strategy and how to implement it. The main research method was a qualitative research by analyzing their company data, annual reports and making interviews with the manager, staffs and customers in Kuopio shop. The thesis starts with a general introduction and some background information...
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