...Summary Managing People in a Global Context Book: Managing across cultures by Schneider & Barsoux, second edition Chapter 1: The undertow of culture Converging cultures? Before the impact of culture can be assessed, two convergence myths have to be challenged: 1. The world is getting smaller… • On the surface, we appear to be converging: television, books, movies, internet, eating habits etc. • However, it seems that the pressure for convergence or integration may in fact create an equal, if not stronger pressure for divergence or fragmentation. o E.g. protests against learning English as second language in Switzerland, different neighborhoods in NYC (Chinatown, Little Italy etc.). o Executives across Europe are reading many of the same publications, but still more often they read national magazines and newspapers. Management is management • Management is management, consisting of a set of principles and techniques that can be universally applied. • However, different practices (such as management) are shaped by its cultural origins, and so is management. • Also, different notions of organizations (relationships vs. tasks) and different HRM practices based on motivations of employees (intrinsic vs. extrinsic). • Good management is culturally sensitive management: best fit between people’s motivation and tasks. • Sensitivity towards invasion of foreign companies and their business ideologies and practices. 2. Despite technological & economic forces for integration/convergence...
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...quality has impacted on health and social care services. The ever increasing number of quality initiatives being developed by the Government is just one example of how it is having an impact. Another way is the drive towards and focus on gaining service users views of services. And the reason behind it all is simple, the quality of a service impacts on the quality of life for its users and their carers. Service User Consultation: In the opinion of Martin and Henderson (2001) you can’t provide a quality service without knowing what kind of people use your service and what they need from your service. Writers such as Peters believe that the best way to find out these things is to work closely with service users and communicate with them. One way to do this would be to undertake service user consultation. So what is service user consultation? Simply put, service user consultation is all about obtaining the real opinions of the real people that are using the service you are providing. The aims of service user consultations are to obtain information that can help to improve the service, improve the working environment for the staff, and to improve the quality of life...
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...Business Essay Example - People Management Note: The essay examples we publish on UK Essays have been submitted to us by students. The essays are the student's work and are not examples of our expert essay writers' work. We never publish the work produced by our expert writers as their work is unique to the customer that ordered it. Thank you to all the students that have submitted essays to us. Please use the essay below to inspire and help you with your own studies, but please ensure you reference the essay if you quote it in your own work. As a prospective employee of an organisation, evaluate the usefulness of the knowledge of managing people and organisations in helping you to do your work better. Information for many businesses means both increased profits and increased efficiency within the operations of a company. In this respect then it is reasonable to conclude that information and knowledge related to managing people and organisations would be one of the more critical aspects of this informational system. However while information and knowledge may be of good, and in itself, they are the processes through which we apply this knowledge which often has a vital bearing on the effectiveness of such knowledge. This problem then may be seen as a fundamental one in the continuing success of an organisation in terms of it goals and strategic objectives. Understanding Organisations and People All organisations exist within an environment which displays...
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...International Human Resource Management Managing people in a multinational context International Human Resource Management Managing people in a multinational context Exhibit A Tex-Mark Corporation Pre-departure activities 1. ‘Country briefings’, outsourced to a consulting firm in San Antonio that had experience dealing with the countries in which Tex-Mark operated. Tex-Mark was prepared to pay for four sessions each lasting one hour. 2. ‘Reading Assignments’. Three to four books (depending on region of assignment) on national or regional culture and/or doing business in the focal region. Accompanying spouses/partners had access to a similar library.‘Interviews and conversations’ with Tex-Mark employees with country experiences. 3. ‘Language courses’. Attendance at elective ‘survival level’ language classes. These courses last from eight to twelve weeks, with three course meetings a week. Tex-Mark will pay for spouses/partners as well. In-country training and development Upon arrival, Tex-Mark staff in the local operation will assist the accompanying spouse/partner with job search activities. They will assist with finding children acceptable schooling situations. Where possible, Tex-Mark staff will endeavour to provide a social support network. Repatriation Upon return all expatriates are required to go through a debriefing and career counselling session with HR staff. This should be held within two months of the person’s re-entry to the home location. v ...
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...AS/NZS ISO 31000:2009 Accessed by UNIVERSITY OF TECHNOLOGY SYDNEY on 27 Feb 2012 Risk management— Principles and guidelines AS/NZS ISO 31000:2009 This Joint Australian/New Zealand Standard was prepared by Joint Technical Committee OB-007, Risk Management. It was approved on behalf of the Council of Standards Australia on 6 November 2009 and on behalf of the Council of Standards New Zealand on 16 October 2009. This Standard was published on 20 November 2009. The following are represented on Committee OB-007: Australian Computer Society Commerce Commission New Zealand Committee IT-012 Department of Education and Early Childhood Development Victoria Emergency Management Australia Engineers Australia Environmental Risk Management Authority New Zealand Financial Services Institute of Australia The Institute of Internal Auditors – Australia Institution of Professional Engineers New Zealand International Association of Emergency Managers La Trobe University Law Society of New South Wales Massey University Minerals Council of Australia Ministry of Economic Development (New Zealand) New Zealand Society for Risk Management Risk Management Institution of Australasia The University of New South Wales University of Canterbury New Zealand Accessed by UNIVERSITY OF TECHNOLOGY SYDNEY on 27 Feb 2012 Keeping Standards up-to-date Standards are living documents which reflect progress in science, technology and systems. To maintain their currency, all...
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...16 COMMENTS ORGANIZATIONAL CULTURE: SO IMPORTANT – SO MISUNDERSTOOD We created some new frameworks for the 3rd edition of our book The New Leader's 100-Day Action Plan. One of those is the BRAVE cultural framework. At some level, everyone knows culture is important, but people struggle to define, understand, and influence it. Since we originally created this framework, many have found BRAVE helpful in building shared cultural understanding and action. BRAVE CULTURAL FRAMEWORK BRAVE encapsulates components of culture including the way people Behave, Relate, their Attitude, Values, and the work Environment they create: Behave: The way people act, make decisions, control the business, etc. Relate: The way people communicate with each other (including mode, manner, frequency, and disagreement), engage in intellectual debate, manage conflict, credit and blame, etc. (1) Attitude: How people feel about and identify with the organization, its purpose, and its stakeholders, etc. A big part of this comes through in individual and organizations' sense of commitment to what they are doing. Values: People's underlying beliefs, principles, approach to learning, risk, time horizons, etc. Environment: The way people approach the work environment in terms of formality/informality, preferred office layout, etc. In the end, a BRAVE culture is one that is ready to change in terms of will and skill. APPLYING BRAVE TO ONBOARDING AND LEADING BRAVE has application at several onboarding steps...
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...available at www.emeraldinsight.com/2040-8005.htm JCHRM 3,1 Managing diversity in Chinese and Indian organizations: a qualitative study Fang Lee Cooke Department of Management, Monash University, Melbourne, Australia, and 16 Debi S. Saini Management Development Institute, Gurgaon, India Abstract Purpose – This paper aims to investigate diversity management (DM) practices in China and India by analyzing formal DM policy (if one exists) adopted by the company and informal DM practices adopted by managers. It also aims to discuss the appropriateness of the US-originated notion of, and approach to, managing diversity in the Indian and Chinese contexts by exploring how local managers make sense of diversity and manage it in a pragmatic way. Design/methodology/approach – The authors adopted a qualitative approach. In particular, through a semi-structured interview design, qualitative data were collected from 16 Chinese and Indian middle and senior managers and four human resources (HR) director of regional headquarters of foreign multinational firms. The data were supplemented by secondary data from a wide range of sources, including government reports and media coverage to extend contextual understanding. Findings – The paper reveals that most Chinese organizations do not see DM as an issue. Where exists, its focus is on conflict avoidance rather than value-addition to the business. In contrast, managing diversity in India is of greater significance for firms, both legally...
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...future jobs. Ferris et al. (1990) found that construction firms with higher levels of strategic, including human resource, planning have achieved higher organizational performance, including higher productivity, greater cost effectiveness, and greater overall efficiency. People and people processes are a source of competitive advantage for any company. Their skills and motivations result from an entire portfolio of “people policies, procedures, and processes which serve to train, develop, and retain” Gratton et al. (1999). Currently in the construction industry, there are few structured workforce management programs. There is however a need for a structured workforce management strategy in construction that can be used to effectively manage a workforce regardless of its skill level. Similarly a Project Based Organisation incorporates the dilemma of the conflicting needs of the temporary projects and the permanent organisational setting that defends long-term development as well as routines and interorganisational coordination (Sydow, et al., 2004). Therefore, in the context of a construction organisation a tension or conflict can occur between soft and hard HRM systems and logics. In a construction project, people are employed by the main contractor or developer and not by individual projects. This would imply that the relationship between employees and the organisation would go beyond the time period of a certain project. It is more common nowadays in the construction sector that...
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...manager behavior on productivity. Resource: Ch. 1 & 2 of Managing Human Resources Content • Human Resources in a Globally Competitive Market o Managing people: A critical role for every manager (pp. 6-10) o Features of the competitive business environment (pp. 10-14) o Productivity: What is it and why is it important? (pp. 22-26) o The 21st Century Corporation (pp. 27-29) • The Financial Impact of Human Resource Management Activities o The financial impact of high-performance work practices (pp. 40-43) o The behavior costing approach (pp. 43-46) o Financial effects of employee attitudes (pp. 46-49) o Costing employee absenteeism (pp. 49-54) o Costing employee turnover (pp. 54-58) o Financial effects of work-life programs (pp. 58-62) o Costing the effects of training activities (pp. 62-69) OBJECTIVE: Describe manager actions that adhere to and also violate fair employment laws. Resource: Ch. 3 of Managing Human Resources • The Legal Context of Employment Decisions o EEO and unfair discrimination: What are they? (pp. 77-79) o The legal context of human resource decisions (pp. 79-107) OBJECTIVE: Describe effective management practices in a diverse workplace. Resource: Ch. 4 of Managing Human Resources • Diversity at Work o Workforce diversity: An essential component of HR strategy (pp. 119-35) o Managing diversity (pp. 135-44) Note: Use the information above to...
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...Campbell and Bailyn’s Boston Office: Managing the Reorganization Case Study Analysis Principles of Management- July 2012 • Fixed Income Division: International Investment Bank’s Securities Brokerage division facing rapid change • New Products flooding the markets, structural cyclical industry change challenges the limits of firm’s expertise and its traditional form of organization. • Kevin Winston, RSM Manages Boston Office and maintain high level of sales. • Created Key Account Team (KAT) to increase sales of specialized, higher margin products. • Challenges the core values of the organization- such as salesperson’s control of his/her customer base and the appropriateness of product specialization. • RSM struggles in top down management edict which consists of a new performance management system. Objectives • To provide a context to study how changes in the competitive environment of an organization-industry, customers, other firms- can necessitate changes in the design of an organization. • To provide an exercise in which readers can learn to think through and balance the consequences – advantages and disadvantages – of introducing organizational change into a well –established group. • To provide an illustration and grounds for discussion about how changes in one work group require the participation of – and have consequences for – other segments within the hierarchical structure. Objectives • To provide a framework – the one presented through the...
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..."management" has been pushed into the background. Nobody aspires to being a good manager anymore; everybody wants to be a great leader. But the separation of management from leadership is dangerous. Just as management without leadership encourages an uninspired style, which deadens activities, leadership without management encourages a disconnected style, which promotes hubris. And we all know the destructive HARVARD BUSINESS REVIEW 54 power of hubris in organizations. So let's get back to plain old management. The problem, of course, is that plain old management is complicated and confusing. Be global, managers are told, and be local. Collaborate, and compete. Change, perpetually, and maintain order. Make the numbers while nurturing your people. How is anyone supposed to reconcile all this? The fact is, no one can. To be effective, managers need to face the juxtapositions in order to arrive at a deep integration of these seemingly contradictory concerns. That means they must focus not only on what they have to accomplish but also on how they have to think. Managers need various "mind-sets." Helping managers appreciate that was the challenge we set for ourselves in the...
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...Organizational behaviour can be defined as the study of managing the behaviour of people within an organizational context. This includes how the human resource of an organization is organized and used to help an organization achieve its competitive advantage over others in the market. It is also how the organization responds to the employees. It includes understanding the behaviour and motivating them to bring out the best of the organization (Luthans 2011). Furthermore it is the field of study that investigates the impact that individuals, groups, and organizational structures have on the behavior of these actors within the organizations. Through organization behavior it is aimed to describe systematically how people behave under variety of conditions. Furthermore it helps understand why people behave the way they do. The study also enables the organization to make future prediction of how the employees behave. Finally it aims to control and develop the worker’s activities at work. The other important aspect of organization behavior is that it takes into account the importance of human resource in an indispensible part of an organization. As the owner of Wal-Mart was quoted as saying, “The people are the key”. (Luthans 2011). This is because technology can be easily copied but the beliefs, creativity, values and motivation that the employees bring into an organization cannot be replicated. It always is a unique factor and this is what the organizations need to capitalize on...
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...minimized. To the extent that students and the instructor can link these concepts to real experiences—a class exercise, a case discussion, or individual student analysis— the concepts will become clearer. lecture outline with Accompanying slides integrated model of successful team performance (EXHIBIT 2-1) 1 Model serves two purposes 1 Description—what to expect in terms of team performance 2 Prescription—ways to improve the functioning of teams 2 Model asserts that team context affects team’s ability to do three essential things 1 Perform effectively 2 Build and sustain motivation 3 Coordinate people [pic] [pic] team context 1 It includes the larger organizational setting within which a team does its work, the design of a team in terms of internal functioning, and the culture of a team 2 A number of organizational conditions increase the likelihood that a team’s work will be successful 1 Organizational context (such as the basic structure of the organization, the information system, the education system, and the reward system) 2 Team design (the leadership style within the team, functional roles, communication patterns,...
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...Is culture really all that International Human Resource Manager is about? * Introduction * Diversity Management * IHRM & Culture issue * Conclusion * References Introduction People have always been the driving force of business and management. This force is a challenge and if not addressed with the right skills, it will develop into disturbing elements that are very dangerous for the management of the company. The challenges of global talent selection and mobility of labor, established by a career concept that transcends national borders and organizational groups and the emergence of virtual collaboration on international projects requires companies to develop new skills in their employees to be effective in the complexity of today's contexts. The workforces are people, and as we are human, we are all different from various points of view. This paper aims to answer the question: “Is culture really all that International Human Resource Manager is about?” I’ve analyzed the differences between HRM and IHRM based on the concept of diversity, characteristics that influence both topics but in a different way. After this, the next stop is to define IHRM and the concept of culture to reach the conclusion that managing cultural differences in an international team is the major challenge to IHRM. Due to the movement of employees between foreign subsidiaries and headquarters and between foreign locales, HRM professionals are likely to...
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...management which you’re already good at that you’d like to build on? a) Your hopes and ambitions i) Is there a career move that you would like to make? ii) Are there some things to do with managing which you’d just like to be better at? Area I summary: You Area II: Thinking about your work or practice context II) a) Your role, current challenges and ideas for improvement i) What are you currently responsible for? ii) Where are there ‘pinches’, problems or opportunities for improvement? iii) What wider issues in your workplace do you think require attention? How might you be involved? a) Things you may be asked to do over the next 30 or so weeks i) Have you got a project coming up that will challenge your managing skills? ii) Has your own manager specified any particular areas that they would like you to develop? b) Your authority to manage things i) Where do you have most autonomy and authority? ii) Where are there real constraints on your scope for doing things differently? c) People...
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