...Globalisation 1 Lecture/Chapter Topics • Chapter Introduction • Definition of Globalisation • Emergence of Global Institutions • Driving Forces of Globalisation • Changing Characteristics of Global Economy • Globalisation Debate • Managing in Global Marketplace Definition of Globalisation • • Globalisation: the trend towards a more integrated global economic system Effects of globalisation can be seen everywhere, for example: – – – – the cars people drive the food people eat the jobs people have the clothes people wear Definition of Globalisation • What is Globalisation? – Globalisation refers to the shift towards a more integrated and interdependent world economy. • Facets of Globalisation – Globalisation of Markets – Globalisation of Products – Emergence of Global Institutions Definition of Globalisation • The Globalisation of Markets – – The historically distinct and separate national markets are merging into one huge global marketplace in which the tastes and preferences of consumers in different nations are beginning to converge in some global norm. Examples of consumer products: Prada fashions, Sony Playstation video games, McDonald’s hamburgers (US), Nescafe coffee (Switzerland), Nokia mobile phones (Finland), IKEA furniture (Sweden) Definition of Globalisation • Globalisation of Production – Sourcing goods and services from different locations around the globe in an attempt to take advantage...
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...barriers, tech changes * Implications: * Lower barriers: optimal location * Tech changes: lower costs * 4 trends in changing demographics * MNE- types of companies involved * Democratic politics, free market economies The World Is: * Prusak- distinguish information from knowledge (difference) * IMPORTANT- the issue of access to info- but no knowledge * Ghemawat- 10% presumption, factors of time zones, languages, proximity shows that distance does matter, the world isn’t flat Opportunities & Challenges of globalization for managers * Differences of managing international vs. domestic * Boeing: benefits of globalization maximize efficiency of production but actually caused problems; lack of planning, communication, not simple for this industry (knowledge intensive industry) better for in house Localization * Standardization is ending, consumers are diverse- customization for local * Data analysis & innovation * Centralized vs localized * SWOT analysis National Differences * Political economy- system of gov. Political, economic & legal influence each other. Collective vs individualism * Economic system- three types: market command, mixed * Legal system- rules that regulate behavior, three types - CAGE framework & implications to managers - The world is spiky * Culture- definition, implications of differences, social culture in work place * Values, norms ...
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...Chapter 01 Globalization Answer Key True / False Questions 1. As a result of globalization, we have been moving toward a world in which national economies are (p. 7) relatively self-contained entities. FALSE Over the past three decades a fundamental shift has been occurring in the world economy. We have been moving away from a world in which national economies were relatively self-contained entities. AACSB: Analytic Blooms: Remember Difficulty: 1 Easy Learning Objective: 01-01 Understand what is meant by the term globalization. Topic: Introduction 2. By offering the same basic product worldwide, firms help to create a global market. TRUE Consumer products such as Citigroup credit cards, Coca-Cola soft drinks, video games, McDonald’s hamburgers, Starbucks coffee, and IKEA furniture are frequently held up as prototypical examples of this trend. The firms that produce these products are more than just benefactors of this trend; they are also facilitators of it. By offering the same basic product worldwide, they help to create a global market. AACSB: Analytic Blooms: Remember Difficulty: 1 Easy Learning Objective: 01-01 Understand what is meant by the term globalization. Topic: What Is Globalization? 3. A company has to be the size of a multinational giant to facilitate, and benefit from, the globalization of markets. FALSE A company does not have to be the size of multinational giants to facilitate, and benefit from, the ...
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...information systems. The latter refers to management methods tied to the automation or support of human decision making. IT Management refers to IT related management activities in organizations. MIS is focused mainly on the business aspect, with strong input into the technology phase of the business/organization. A primary focus of IT management is the value creation made possible by technology. This requires the alignment of technology and business strategies. While the value creation for an organization involves a network of relationships between internal and external environments, technology plays an important role in improving the overall value chain of an organization. However, this increase requires business and technology management to work as a creative, synergistic, and collaborative team instead of a purely mechanistic span of control. Historically, one set of resources was dedicated to one particular computing technology, business application or line of business, and managed in a storage-like fashion. These resources supported a single set of requirements and processes, and couldn’t easily be optimized or reconfigured to support actual demand. This led technology providers to build out and complement their product-centric infrastructure and management offerings with Converged Infrastructure environments that converges servers, storage, networking, security, management and facilities. The efficiencies of having this type of integrated and automated management environment...
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...Introduction Social Impacts of Computing Rob Kling Editor The Impact of Office Automation on the Organization: Some Implications for Research and Practice M a r g r e t h e H. O l s o n a n d H e n r y C. L u c a s Jr. New York University Computer technology has recently been applied to the automation of office tasks and procedures. Much of the technology is aimed not at improving the efficiency of current office procedures, but at altering the nature of office work altogether. The development of automated office systems raises a number of issues for the organization. How will this technology be received by organization members? How will it affect the definition of traditional office work? What will be its impact on individuals, work groups, and the structure of the organization? This paper presents a descriptive model and propositions concerning the potential impacts of office automation on the organization and it stresses the need, when implementing automated office systems, to take a broad perspective of their potential positive and negative effects on the organization. The need for further research examining the potential effects of office automation is emphasized. CR Categories and Subject Descriptors: J. 1 [Administrative Data Processing]--business; K.4.3 [Computers and Society]: Organizational Impacts General Terms: Experimentation, Management, Theory, Human Factors Additional Key Words and Phrases: office automation, automated office...
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...Continual employee training and learning is critical to the ability of organizations to adapt to an ever changing national and international business environment. What motivates employees to learn? Abraham Maslow has had a significant impact on motivation theory, humanistic psychology, and subsequently, adult learning in the workplace. This paper will discuss the development of Maslow's humanistic views and trace their impact on past trends in business training as well as the implications for current challenges that managers face in motivating employee learning in the workplace. [PUBLICATION ABSTRACT] Continual employee training and learning is critical to the ability of organizations to adapt to an ever changing national and international business environment. What motivates employees to learn? Abraham Maslow has had a significant impact on motivation theory, humanistic psychology, and subsequently, adult learning in the workplace. This paper will discuss the development of Maslow's humanistic views and trace their impact on past trends in business training as well as the implications for current challenges that managers face in motivating employee learning in the workplace. [PUBLICATION ABSTRACT] You have requested "on-the-fly" machine translation of selected content from our databases. This functionality is provided solely for your convenience and is in no way intended to replace human translation. Show full disclaimer Neither ProQuest nor its licensors make any representations...
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...P1.1Explain Guest’s model of HRM: David Guest's (1989, 1997) model of HRM has 6 dimensions of analysis: HRM strategy HRM practices HRM outcomes Behavior outcomes Performance outcomes Financial outcomes The model is prescriptive in the sense that it is based on the assumption that HRM is distinctively different from traditional personnel management (rooted in strategic management, etc.). It is idealistic, implicitly embodying the belief that fundamental elements of the HRM approach (essentially those of the Harvard map) such as commitment have a direct relationship with valued business consequences. However, Guest has acknowledged that the concept of commitment is 'messy' and that the relationship between commitment and high performance is (or, perhaps, was - given the age of this material) difficult to establish. It also employs a 'flow' approach, seeing strategy underpinning practice, leading to a variety of desired outcomes. Like its American predecessors, this UK model is unitarist (tying employee behavior and commitment into the goals of strategic management) and lukewarm on the value of trade unions. The employee relationship is viewed as one between the individual and the organization. P1.2 Compare the differences between Storey’s definitions of HRM, personnel and IR practices: Storey defines HRM as a strategic and coherent approach to the management of an organization’s most valued assets-the people working there who individually and collectively contribute...
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...Institutions 9 Drivers of Globalization 11 Declining Trade and Investmen t Barriers 11 The Role of Technological Change 14 The Changing Demographics of the Global Economy 16 The Changing World Output and World Trade Picture 16 The Changing Foreign Direct Investment Picture 18 The Changing Nature of the Multinational Enterprise 19 The Changing World Order 22 The Global Economy of the Twenty-First Century 23 The Globalization Debate 24 Antiglobalization Protests 24 Globalization, Jobs, and Income 26 Globalization, Labor Policies, and the Environment 28 Globalization and,National Sovereignty 29 Globalization and the World's Poor 30 Managing in the Global Marketplace 31 Key Terms 33 Chapter Summary 33 Critical Thinking and Discussion Questions 34 Research Task 34 Closing Case: Legal Outsourcing 35 Introduction and Overview 2 Globalization 3 PART TWO Chapter Two Country Differences 36 National Differences in Political Economy 37 Opening Case: Ghana: An African Dynamo 37 Introduction 38 Political Systems 39 Collectivism and Individualism 39 Democracy and Totalitarianism 42 Economic Systems 44 Market Economy 44 Command Economy 45 Mixed Economy 45 Legal Systems 46 Different Legal Systems 46 Differences in Contract Law 47 Property Rights and Corruption 48 The Protection of Intellectual Property 51 Product Safety and Product Liability 53 Focus on Managerial Implications 54 Key Terms 55 Chapter Summary 55 Critical Thinking and Discussion Questions 55 Research Task 56 Closing Case:The Polish Surprise...
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...responsibilities of HRM managers: staffing, setting policies, compensation and benefits, retention, training, employment laws, and worker protection. In addition to being concerned with the seven internal aspects, HRM managers must keep up to date with changes in the external environment that may impact their employees. The trends toward flexible schedules and telecommuting are examples of external aspects. To effectively understand how the external forces might affect human resources, it is important for the HR manager to read the HR literature, attend conferences, and utilize other ways to stay up to date with new laws, trends, and policies. SKILLS NEEDED FOR HRM Ethics is perhaps one of the most important aspects to being a great HR professional. There are a number of skills crucial to human resource management. First, being able to organize and multitask is necessary. In this job, files must be managed, and an HR manager is constantly working in different areas of the business. Communication skills are necessary in HRM as well. The ability to present good and bad news, work with a variety of personalities, and coach employees is important in HRM. Specific job skills, such as computer skills, knowledge of employment law, writing and developing strategic plans, and general critical-thinking skills are important in any type of management, but especially in human resource management. A sense of fairness and strong ethics will make for the best HR manager. Because H R works with a variety...
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.... » " •• is • Acknowledgments Preface PART I: THE FUNDAMENTALS 1 The Nature of Negotiation: What It Is and Why It Matters Intended Benefits of This Chapter The Essence of Negotiation What Is Negotiation? 5 6 6 When Do People Negotiate? Technology 6 4 3 xvii xix 1 3 Why Has Negotiation Become a More Important Skill? The Workplace 7 8 9 10 11 How People Negotiate: The Dual Concerns Model The Pros and Cons of Negotiating The Shadow Negotiation 10 What Does a Negotiation Look Like? Conclusion and Implications for Practice READING 1.1 - ONLINE DISPUTE RESOLUTION: DO YOU KNOW WHERE YOUR CHILDREN ARE?, 8Y DAVID A . LARSON 1 3 19 READING 1.2 - BALANCING ACT: HOW TO MANAGE NEGOTIATION TENSIONS, BY SUSAN HACKLEY Preparation: Building the Foundation for Negotiating Intended Benefits of This Chapter The Essence of Preparation 23 23 23 The Preparation Process, or How to Make I t All Happen Strategic Planning: Establishing the Framework Defining the Situation Setting Goals 29 30 25 25 25 Determining Your Strategy Strategy Implementation: Operationalizing the Plan 30 The Component Parts of the Situation 30 Best Alternative to a Negotiated Agreement (BATNA) Reservation Prices or Resistance Points 33 Bargaining Power 35 Analyzing the Other Party 35 32 Rapport Building and Testing Assumptions 36 Where Should You Negotiate? 37 Conclusion and Implications for Practice 38 Appendix I: Preparation Checklist 39 READING 2 . 1 READING...
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...Important Clarifications On Contract Labour • Anil Kaushik Chief Editor, Business Manager - HR Magazine Q. What is the difference between contract labour and outsourcing? Which is better option and why? Ans. Neither the term “Contract Labour” nor the term “outsourcing” has been defined under Contract Labour Act.The intention of ultimate net result of both the terms appears to be same. Term “outsourcing” has been coined very intelligently to create confusion between the two. “Contract Labour” is a term which is applied to man power engaged by somebody else to produce a given result to principal employer where this man power has no direct relationship of employer-employee with the principal employer. This includes the simple supply of manpower to principal employer by contractor where contractor is not involved in specified activity. “Outsourcing” conveys more or less same meaning. When an employer engages somebody else to deliver a specified result where employer is not involved with the man power engagement or supervision or control activity over such man power. If any activity which is outsourced to someone and carried outside the premises of the principal employer, such manpower engaged will not be termed as “workman” under Contractor Labour Act. It is not the nomenclature of the term but the real intent to decide when it is a Contract Labour or outsourcing. It can also be said like contract labour reflect manpower where as outsourcing reflects the job or the activity....
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...Human Resource Planning facilitates international expansion strategies. a. True b. False 2.1.3. Factors affecting HRP HRP is influenced by several factors. Following are some of them: i. Strategy of the organization ii. VUCA environment iii. Nature of the jobs Strategy of the organization If the organization growth plan is by acquisitions and mergers, then there is a chance that the organization might have to reduce their manpower because the firm that they are acquiring or merging will have employees who are already doing similar kind of jobs. So there is a chance that might be the same posts in both the organizations and if one person can do the work of both the organizations after the acquisition/merger, then the organization might consider the exit or transfer of one of them. On the contrary, if the organization is planning organic growth, then they might need to hire more employees in the future. So the HRP depends on the strategy of the organization. VUCA...
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...7341 EBL Context of Adult and Vocational Education Assignment 2: The impact of educational change and the implications for my teaching practice Student: Taras Voevodin Student No.: 0517355 Lecturer: Terry Clark Convenor: Dr. Leesa Wheelahan INTRODUCTION This essay will analyse the impact of educational change and the implication for my teaching practice. It will analyse an educational institute and a key issue that impacts on my teaching practice. It will take a critical look at the context of this change by discussing the changing nature of work, lifelong learning and the learning society. This contextual analysis will consider the particular key changes being analysed. It will explain, analyse and theorise about the way in which the policy change impacts on education and on my teaching practice as a practicing ESL (English as a Second Language) teacher. It will discuss the extent to which adult and vocational education teachers can shape their own practice within the broad policy context that I have described and illustrated through the discussion of this particular policy change. It will discuss the Metropolitan South Institute of TAFE (MSIT) and changes involved with moving from a governmental department to a statutory authority and how that affects my teaching practice. Statutory Authorities are alternative management systems that answer to a board of directors and a Chief Executive Officer (CEO)...
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...MGT302 Organizational behavior Assignment 1: Motivation Theory and Practice Analyze, compare, and contrast the two contemporary theories of motivation (a) equity theory and, (b) expectancy theory. Include in your discussion, an evaluation of each theory and the implications to managers in a global work environment. Your analysis should include identification of the strengths and weaknesses of each theory using scholarly references to defend your arguments. by Tassos Pericleous Student’s Number: 20153386 American College Semester 1 November 2015 Abstract The purpose of this paper was to analyze, compare, and contrast the two contemporary theories of motivation equity theory and, expectancy theory. Evaluate each theory and the implications of the theories to managers in a global work environment. Analysis should include identification of the strengths and weaknesses of each theory using scholarly references to defend your arguments. Motivation is the answer to the question “Why we do what we do?”. The motivation theories try to figure out what the “M” is in the equation: “M motivates P” (Motivator motivates the Person). It is one of most important duty of an entrepreneur to motivate people. Motivation theories can be classified broadly into two different perspectives: Content and Process theories. This paper explores the two contemporary theories of motivation process theories, equity (Adam’s) theory and expectancy (Vroom’s) theory. Analysis of equity theory...
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...Course Title: Fundamentals of Management (Final Revision – Part 1 [Q & A] ) Question 1: What’s an organization? & why are managers important to an organization’s success? Ans: An Organization is a deliberate arrangement of people brought together to accomplish a specific purpose. (Examples: NOKIA, University). Why are Managers important? Because they have an impact on both employees & the organizations in which they work. For the following reasons: I. Organizations need managerial skills & abilities more than ever in these uncertain, complex & chaotic times. II. Managers are critical to getting thing done. Question 2: Is business management a profession? Why or why not? Do some external research answer this question? Ans: Management is a profession according to the Occupational Outlook Handbook published by BLS (Bereau of Labor Statistics). In addition to the concept of an administrative manager, this handbook lists a variety of managerial positions (such as: Management analysis/ Management Consultants) According to BLS; administrative services managers held over 200,000 jobs in 2006. Question 4: What are Fayol’s 14 Principles of management? Ans:1. Division of work 3. Unity of Command 5. Discipline 7. Remuneration 2. Authority 4. Unity of direction 6. Centralization 8. Scalar Chain 10. Subordination of individual to the general interest 11. Equity 12. Espirit De Corps 13. Initiative 14. Order Question 4:- What’s planning? & what are the types of planning? Ans: Planning...
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