...able to learn on a continuing basis C) A culture of team work to take advantage of all the potential of the employees D) Mutual respect and social roles in the employees to help creating a climate of transparency, fairness and diversity • Workforce competencies and behaviors the company needs to achieve its strategic aims: A) Diversified workforce and cross-cultural experience to cope with globalization B) Teamwork skills C) Learning environment so the employees are open to learn new things on a daily basis D) Respect, openness and social skills 2) Identify at least four strategically relevant HR policies and activities that Siemens has instituted in order to help human resource management contribute to achieving Siemens’ strategic goals. A) Training and development activities to help employees learn on a continuing basis. It consists on a system of combined classroom and hands-on apprenticeship training. B) Development through education to improve the necessary skills for global teamwork and to help employees feel they’re part of the corporate identity C) Internal selection process focused on cross-border and cross-cultural experiences and other pre-requisites D) HR activities aimed at building openness, transparency, and...
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...Discuss the HR challenges faced by a Kenyan multinational in East Africa. Corporate Culture Corporate culture refers to the values and behaviors that contribute to the unique social and psychological environment of an organization. Research has proven that culture influences organizational performance, whether performance is defined in terms of customer satisfaction, attendance, safety, stock price or productivity. Human resources plays an active role in the development of an organizational culture. Great workplaces with a great corporate culture are more financially successful than their peers. Great workplaces have lower employee turnover than their competitors and are able to recruit top talent that fits their culture and needs. The end result is that they provide top quality customer service and create innovative products and services that contribute to their overall financial success. There is a strong relationship between cultures and hiring that comes into play with employee sourcing, selection and retention. Cultural fit is the makeup of someone. It’s who they are and what they bring to the table. Generally it can’t be taught. If your corporate culture is not in synch with your candidate, it will be difficult to change them. Most people can pick up new skills with relative ease if you have the time to train them. Most companies pay relatively little attention to culture despite its importance. It has been proven that actively managing and developing culture through hiring...
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...able to learn on a continuing basis C) A culture of team work to take advantage of all the potential of the employees D) Mutual respect and social roles in the employees to help creating a climate of transparency, fairness and diversity • Workforce competencies and behaviors the company needs to achieve its strategic aims: A) Diversified workforce and cross-cultural experience to cope with globalization B) Teamwork skills C) Learning environment so the employees are open to learn new things on a daily basis D) Respect, openness and social skills 2) Identify at least four strategically relevant HR policies and activities that Siemens has instituted in order to help human resource management contribute to achieving Siemens’ strategic goals. A) Training and development activities to help employees learn on a continuing basis. It consists on a system of combined classroom and hands-on apprenticeship training. B) Development through education to improve the necessary skills for global teamwork and to help employees feel they’re part of the corporate identity C) Internal selection process focused on cross-border and cross-cultural experiences and other pre-requisites D) HR activities aimed at building openness, transparency, and fairness. 3)...
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...able to learn on a continuing basis C) A culture of team work to take advantage of all the potential of the employees D) Mutual respect and social roles in the employees to help creating a climate of transparency, fairness and diversity • Workforce competencies and behaviors the company needs to achieve its strategic aims: A) Diversified workforce and cross-cultural experience to cope with globalization B) Teamwork skills C) Learning environment so the employees are open to learn new things on a daily basis D) Respect, openness and social skills 2) Identify at least four strategically relevant HR policies and activities that Siemens has instituted in order to help human resource management contribute to achieving Siemens’ strategic goals. A) Training and development activities to help employees learn on a continuing basis. It consists on a system of combined classroom and hands-on apprenticeship training. B) Development through education to improve the necessary skills for global teamwork and to help employees feel they’re part of the corporate identity C) Internal selection process focused on cross-border and cross-cultural experiences and other pre-requisites D) HR activities aimed at building openness, transparency, and fairness. 3) Provide a brief illustrative outline of...
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...Chapter 1Application Case: Jack Nelson's Problem 1. What do you think was causing some of the problems in the bank home office and branches? There is clearly aproblem with communication, and the effects are felt in the area of employee commitment. Additional contributingfactors include the lack of consistency in the policies and procedures of various locations. There is no cohesiveness tothe staffing activities of this organization. 2. Do you think setting up a HR unit in the main office would help? Of course we think it would! Since there are HR-related problems both in the home office and in the branches, it is clear that if a personnel office were set up, it wouldneed to help to coordinate the HR activities in the branches. 3. What specific functions should it carry out? What HR functions would then be carried out by supervisors andother line managers? What role should the Internet play in the new HR organization? There is room for quite abit of variation in the answers to this question. Our suggested organization would include: HR Unit: job analyses,planning labor needs and recruiting, providing advising and training in the selection process, orientation of newemployees, managing wage and salary administration, managing incentives and benefits, providing and managing theperformance appraisal process, organization-wide communications, and providing training & developing services.Supervisors and Other Line Managers: interviewing and selection of job candidates, training...
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...Teamwork There are two ways of spreading light : to be the candle or the mirror that reflects it GOOSE - G is for GOAL The sense of a goose! The sense of a goose! People who are part of a team and share a common direction get there quicker and easier because they are traveling on trust of one another and they support each other all the way. GOOSE - O is for ORGANISED If we have as much sense as a goose we will stay in formation and share information with those who are headed the same way we are going. The sense of a goose! The sense of a goose! GOOSE - O is for OPTIMUM The sense of a goose! The sense of a goose! It pays to share leadership and take turns during hard jobs GOOSE - S is for SUPPORT The sense of a goose! The sense of a goose! If we have the sense of a goose, we will stand by each other when things get rough The sense of a goose! The sense of a goose! GOOSE - E is for ENCOURAGE Words of support and inspiration help energize those in the front line through the day to day pressures Message from a Goose It is a reward, a challenge, and a privilege to be a contributing member of a TEAM The sense of a goose! The sense of a goose! What is the difference between A Team Committed to shared goals Contributes to procedures Climate of cooperation Open and honest with each other Conflict is constructive and A Group Committed to individual goals Waits for procedures Climate of competition Careful and cautious...
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...shift from the individual climb up the corporate ladder to an increasing emphasis on work teams and groups. The shift to work teams is largely due to factors such as globalization, downsizing and the need for technological efficiency. As companies expand and tasks become more complex, more and more specialists are needed within organizations. These specialists must learn to work together so that colleagues have an understanding of the role and responsibility of those whose skill sets differ from their own. In addition, the convergence of products, services and technology from around the world has forced companies to work in a cross functional environment for which the best organizational design is often working in teams. There are other reasons for the emergence of work teams as well. Stiff competition, particularly in technology-driven fields, requires teamwork with a concerted effort to keep the company as a whole on the cutting edge. Because technology-driven tasks have become far too complex for one person to handle alone, many organizations create work teams to accomplish collective goals. In addition, organizations are all but eliminating middle management as a result of downsizing efforts. Shifting authority down to members of a work team allows management to capitalize on a positive synergy that results in significant increases in productivity. When teams operate in such a way that the whole is greater than the sum of its parts, productivity invariably increases. A well-functioning...
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...expansion into more countries or areas that are not covered yet. * Positive brand image. A good company image is extraordinarily important to the company’s healthy development. Siemens needs to keep customers satisfied both with its products and services, which helps it to get more market share and expand even faster. * A good employee selection, training and compensation system. The company not just need to keep customers satisfied, it has to keep employees happy too. So that it can work more efficiently and effectively. * Required workforce competencies and behaviors: * Learning on a continuing basis. Siemens is in high-tech business so the nature decided that its employees need to learn new things every day. * Good teamwork. The ability to work with people is essential in such big corporation. Especially when it’s going global. * Mutual respect and appreciation of workforce diversity. Siemens is a global organization and employees come from different nations, races and other backgrounds. So all employees need to be able to respect others and work with people from different backgrounds. * Active participation in training and development. There must be regular staff training on different subjects in Siemens, employees should attend the trainings actively to...
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... 1.ABB’s Cultural diverse management team bring new ideas, creative input and innovative thinking that are very useful for a cross- border organization like ABB in the age of globalization. 2. Diverse management has the ability and the expertise to improve the quality of decision making. 3. Diverse management team brings their national perspectives to bear on tough problem and help to understand how things are done in different countries and culture. 4. Finally for doing business in different country it is better to have a management team who has the better knowledge over the respective country’s language, culture, people and politics. As for an example if ABB want to do business in Bangladesh their management, marketing team should be Bangladeshi because they will understand the consumer attitude better than anybody. Thus we can say ABB’s culturally diverse management team is their true source of competitive strength. Answer to the question number two: “Percy Barnevik” has to overcome some barriers to make culturally diverse management team as their competitive strength. Those are explained below. 1. Communication: perceptual, cultural and language barriers need to be overcome for diverse management to succeed. Ineffective communication of key objectives results in confusion, lack of teamwork, and low morale. 2. Implementation of culturally diverse management team: Implementing the management is the hard task for any...
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...globalisation requires delivering these services globally. Siemens sums up the basic themes of its HR strategy in several points. These include: 1. A living company is a learning company. The high tech nature of Siemens's business means that employees must be able to learn on a continuing basis. Siemens uses its system of combined classroom and hands on apprenticeship training around the world to help facilitate this. It also offers employees extensive continuing education and management development. 2. Global teamwork is the key to developing and using all the potential of the firm's human resources. Because it is so important from employees throughout Siemens to fee! free to work together and interact, employee's have to understand the whole process, not just bits and pieces. To support this, Siemens provides extensive training and development. It also ensures that all employees feel they are part of a strong unifying corporate identity. For example, HR uses cross border, cross cultural experiences as prerequisites for career advances. A climate of mutual respect is the basis of all relationships - within the company with society. Siemens contends that the...
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...Faculty of Technology and Environment, Liverpool John Moores University, Liverpool, L3 3AF, UK The rapid globalisation of the world’s economy has had significant impact on the way construction project managers work, bringing them frequently with clients, suppliers and peer that they never work before. In an era of globalisation, projects in the construction industry face unique challenges in coordinating among clients, financiers, developers, designers and contractors from different countries. In addition, construction project teams need to cope with the complexities of both local institutions and physical environments. Bartlett and Gosha [1] discussed the challenges facing organisations, which are intending to work effectively across borders. They identified the major challenges as being able to develop practices, which balance global competitiveness, multinational flexibility and the building of a worldwide learning capability. They maintained that achieving this balance will require organisations to develop the cultural sensitivity and ability to manage and leverage learning to build future capabilities. While offering opportunities, globalisation also poses significant challenges for construction project managers especially when different cultures are involved as a team. Multicultural construction project teams have their culture as a set of shared values and beliefs. Beliefs are people’s perceptions’ of how things are done in their countries. They are reported as “practices”...
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...competitive markets. UNDERSTANDING WORK TEAMS In the last fifteen years, organizational structure has undergone a shift from the individual climb up the corporate ladder to an increasing emphasis on work teams and groups. The shift to work teams is largely due to factors such as globalization, downsizing and the need for technological efficiency. As companies expand and tasks become more complex, more and more specialists are needed within organizations. These specialists must learn to work together so that colleagues have an understanding of the role and responsibility of those whose skill sets differ from their own. In addition, the convergence of products, services and technology from around the world has forced companies to work in a cross functional environment for which the best organizational design is often working in teams. There are other reasons for the emergence of work teams as well. Stiff competition,...
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...The Bank for International Settlements (BIS) was established on May 17th 1930. The BIS is a result of an intergovernmental agreement by Germany, Belgium, France, the UK, Italy, Japan, the United States and Switzerland. The BIS is composed of 60 central banks, which represents nations from around the globe that together make up around 95% of the world’s GDP. When the BIS was established it was responsible for the collection, administration and distribution of reparations from Germany, like it was agreed in the Treaty of Versailles. Between the 1970s and 80s, the BIS was also responsible for monitoring cross border capital flows as a result of the oil and debt crisis. One of the BIS’s purposes was to be some sort of emergency funder to nations that couldn’t provide for themselves anymore or were in some sort of financial trouble. Its mission is to help central banks become more stable, to act as banks for those 60 central banks, and to also foster international cooperation in monetary and financial stability. The BIS has also served as a trustee and agent for the European monetary System back when Europe was trying to have a single currency. The BIS has had many purposes throughout its existence, but its main focus has always been to maintain global financial stability. The BIS has had some major accomplishments. One of which is when it came to rescue Mexico in 1982 and Brazil in 1998 in their debt crisis. The BIS has helped many countries in time of need. They also helped...
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...Fusion Centers: A Step In The Right Direction The formation of fusion centers is a step in the right direction to countering terrorist threats. By working efficiently and appropriately, information leading to arrests can be shared across county lines, state lines, and all around the world in a timely manner. Fusion centers can make law enforcement agencies more competent and effective in stopping crimes (to include terrorist attacks) before they take place. As long as the centers follow the laws they are governed by, they will remain ethical and can be a helpful addition in protecting the United States. Fusion centers in the United States perform a valuable role in countering terrorist threats, their positive influence far outweighs any negative actions they have conducted, and continue to provide an invaluable service to US law enforcement. Fusion is the integration and analysis of large amounts of information and intelligence for actionable policy ends (1). According to CongressionalResearch.com, “Fusing foreign intelligence with a wide spectrum of domestic information is the stated primary purpose of fusion centers” (2). Fusion centers, if managed properly, can be a valuable tool in not just countering terrorist threats but also in helping tribal, local, state, and federal law enforcement in stopping criminal activity as well as mitigating the after effects of natural disasters. Fusion centers allow for better communication and encourage the sharing of intelligence...
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...and address these causes of resistance, you can streamline the adaptation process and increase the pace of the transformation itself. Recognize that transformation is a complex organizational process, not a one-off event. According to the best-selling business author and leadership expert John P. Kotter, there are eight key steps involved in an organizational transformation. And they each take time. He also says that you can't skip steps if you really want to succeed. So it's important to be patient with the process. Manage complexity with discipline, data and continuous improvements. Some outsourcing engagements today are more extensive in scale and scope than a merger or acquisition. And some involve multiple locations that cross national borders, bringing different languages, cultures and laws and regulations into play. To manage this kind of complexity, you have to have disciplined processes, data-driven decision making, and a firm commitment to continuous improvement. It also helps to have expertise in a proven management methodology like Lean Six Sigma. Get change management experts involved at the earliest opportunity. The best time to begin planning for a smooth transition is during the initial development of the contract itself. Early engagement helps change management professionals clearly understand the client's culture, goals and challenges so they can develop a comprehensive strategy and targeted tactics Forge an...
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