...Implementing Transnational Strategy Name Course Instructor Date Introduction The global environment over the past decade has changed dramatically (Friedman, 2005), with increasing globalization ushering in an era of unprecedented competition, particularly for Western countries in light of the emerging Asian Giants. This has been further compounded by the 2008 financial crisis and the resulting economic crisis (Hill & Jones, 2010), which have led to diminished consumer spending and sluggish demand. These factors have forced most western companies explore new markets for their products, cut costs and source for cheap inputs for their value chains (Cheng, 2009). Companies competing on the international level face a lot of choices in terms of resource allocation, and balancing authority between head office and the business units. Many industries are now so competitive that firms must adopt a transnational strategy (Bartlett and Sumantra, 1991). This involves a simultaneous focus on Reducing costs, Transferring skills and Products, and Boosting Local responsiveness. Implementing such a strategy may not be easy. This essay will discuss how it is hard for a company to implement a transnational strategy to enter and compete in foreign market. Transnational Strategy: a tug of war In this competitive world, many industries are finding it hard to compete in a single market. This is due to increased competition from other established...
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...becomes more important or less important in a world where everything quickly changes and crises are a regular part of organizational life? Why? As change is inevitable, it becomes more critical to efficiently plan. The tenets for performance planning per Brian Hill’s article in Chron magazine are: efficient use of resources, establishing goals, managing risk and uncertainty, team building, and creating competitive advantages. Management must inventory and correctly allocate resources throughout the business so that the resources assist the organization in reaching defined goals. There are many reasons for this. It is the duty of management to set aggressive yet achievable goals for his/her employees. The goals give the employee something to work for, and to never be satisfied with the status quo. Management and team leaders must develop hypothetical scenarios to deal with any unforeseen events. These could be economic events, natural disasters, or personnel misfortunes. Transition here. Dividing an organization into teams helps reduce the span of control and delegate the duties of the overall tasks to specialized teams. The team members will have a sense of accomplishment when they see how their piece of the project leads to overall organizational success. No further sample edits. Management and...
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...Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western © STONE/GETTY IMAGES chapter 15 International Human Resources Management After studying this chapter, you should be able to objective Identify the types of organizational forms used for competing internationally. objective 1 2 3 4 5 6 7 8 Identify the unique training needs for international assignees and their employees. objective Explain the economic, politicallegal, and cultural factors in different countries that HR managers need to consider. objective Identify the characteristics of a good international compensation plan. objective Explain how domestic and international HRM differ. objective Reconcile the difficulties of home- and host-country performance appraisals. objective Discuss the staffing process for individuals working internationally. objective Explain how labor relations differ around the world. PART 6 Expanding Human Resources Management Horizons 639 Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western 640 PART 6 Expanding Human Resources Management Horizons W hen you pick up a newspaper or turn on the TV, you’ll notice that stories are constantly being told about companies competing globally. These stories might include mergers of U.S. and international companies, such as Daimler-Benz and Chrysler a few years ago. Or they might highlight companies expanding into other...
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...INTERNATIONAL HRM The emphasis throughout this book has been on HRM as it is practice in organizations in the United States. But many of these firms also engage in international trade. A large percentage carry on their international business with only limited facilities and representation in foreign countries. Others, particularly Fortune 500 corporations, have extensive facilities, and personnel in various countries of the world. Managing these resources effectively, and integrating their activities to achieve global advantage, is a challenge to the leadership of these companies. We are quickly moving toward a global economy. While estimates vary widely, approximately 70 to 85 percent of the U.S. economy today is affected by international competition. Recent popular books have suggested that many U.S. companies need to reassess their approach to doing business overseas, particularly in the area of managing human resources. To a large degree, the challenge of managing across borders boils down to the philosophies and systems we use for managing people. In this chapter we will observe that much of what is discussed throughout this text can be applied to foreign operations, provided one is sensitive to the requirements of a particular international setting. The first part of this chapter presents a brief introduction to international business firms. In many important respects, the way a company organizes its international operations influences the type of managerial and human...
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...BUSA 488 Creating and Managing Transnational Organizations Professor Thad Barnowe Spring 2009 February 18, 2009 Many companies today, in this growing world market, cannot be successful with out considering the benefits that could be gained by expanding their business, or part of their business, to other countries. As Bartlett, Ghoshal, and Beamish mention in the text there are three macro forces that drive, constrain, and shape the industries in which companies will compete globally. (2008). Companies must prepare for these three macro forces in advance before entering into new countries to do business. If they don’t prepare they will not be very successful in conducting business in another country and will not gain the competitive advantage they strived for when deciding to conduct business globally. Also, if a company does not enter the global market prepared they could run into problems that they did not foresee, which could result in damage to the company name and image, not only affecting international business but domestic business as well. This in turn could create the company to sustain profit losses and gain a tarnished reputation that they would have to fix to regain their competitive advantage and above average returns. In order to be a successful in operating in another country multinational enterprises must have a manager or a set of mangers to deal with three very complex external demands, cross-market integration, national responsiveness, and worldwide...
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...Team Performance Report Team Pink Samantha Smith Jaquline McKague International Business GBUS 440 May 6, 2012 Table of Contents LETTER TO SHAREHOLDERS COMPANY OVERVIEW REVIEW OF FINANCIAL PERFORMANCE SELECTED FINANCIAL INDICATORS SELECTED LINE ITEM ANALYSIS DISAGGREGATING STOCK PRICE MANAGEMENT’S DISCUSSION AND ANALYSIS COMPETITOR ANALYSIS BUSINESS OUTLOOK SIMULATION LEARNING OUTCOMES FINAL REMARKS 3 5 6 6 7 8 9 11 12 12 14 Dear Fellow Shareholders, Team Pink is please to inform you that your firm is the world’s leading cell phone provider. With the highest share price and level of profitability, Team Pink has strived to become a premier transnational organization. Increasing its share price over the last six rounds, Team Pink has preserved through a global recession and a price war. While keeping marketing and R&D cost down, Team Pink has the leading global market shares and the leading market shares in Europe. Although Team Pink does not have the leading market shares in Asia and the United States, its market shares are well above the average. Team Pink is able to offer its customers the most technology-advanced phones at a low and affordable price. Team Pink has been able to keep production prices around the average to low end allowing Team Pink to sell phones at a price lower than most of our competitors. Team Pink’s success can be accredited to its corporate mission: “To effectively and efficiently manage a selection of cell phone technologies in method that...
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...A Naï Sahib in India ve Weiting Xu A Naï Sahib in India ve Student Name: Weiting Xu Student ID: 212242624 Course Director: Indira Somwaru Course Name: Applied Cross Cultural Management Course Code: INTL 3350 [A] Date: Wednesday, October 8th, 2014 Page 0 of 12 Image Credits: http://www.almrsal.com/post/122253/detroit-resources A Naï Sahib in India ve Weiting Xu INTRODUCTION Dear Executive Board of Aspen Automative, In the report enclosed, I have gone through an exhaustive review of the new acquisition between Aspen Automative (Aspen) and Bindi Break Company (Bindi) involving Managing Director, Brian Moseley, and Bindi‟s management team. Mr. Moseley is an intelligent individual with post-secondary degrees from top universities and previous international management experience. The decision made by the executive board to send Mr. Moseley to India to increase efficiency and profitability of Bindi was not a mistake but in fact a cultural misunderstandings concern. Throughout the report, I will utilize the information you have given me to provide an objective analysis on each situation and how to resolve the check-mate both parties are currently at. Furthermore, I will provide recommendations on how to proceed further along with general advice for future dealings internationally. Should you have any questions or concerns, feel free to contact me. Best Regards, W.Xu Weiting Xu Cultural Consultant, InterContinental Inc. Page 1...
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...worldwide telecommunications husiness-in essence, to replace its national specialists with global generalists. Corning and ITT eventually realized they had taken wrong turns. Like many other companies organizing for worldwide operations in recent years, they found that an elite of ¡et-setters was often difficult to integrate into the corporate mainstream; nor did they need an international team of big-picture overseers to tbe exclusion of focused experts. Success in today's international climate-a far cry from only a decade ago-demands highly specialized yet closely linked groups of global business managers, country or regional managers, and worldwide functional managers. This kind of organization characterizes a transnational rather than an old-line multinational, international, or global company. Transnational integrate assets, resources. 124 and diverse people in operating units around the world. Through a flexible management process, in which business, country, and functional managers form a triad of different perspectives that balance one another, transnational companies can build three strategic capabilities; • global-scale efficiency and competitiveness; n national-level responsiveness and flexibility; and • cross-market capacity to leverage learning on a worldwide basis. While traditional...
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...MG209: Individual Assignment McDonalds Business Portfolio Submission Deadline: 12/12/14 Word count: 3, 163 Contents Page Introduction Page 3&4 Theme 1 Page 5 * Remaining Market Leader while doing business overseas * (i) Position and Structure as a Transnational corporation Page 5 * (ii) Focus on the Brand and Strategic Targets Page 6 Theme 2 Page 7 McDonalds External Dependencies and Influences on Structure * (i) Relationship with suppliers Page7&8 * (ii) The Contextualizing Industry and the government as stakeholders Page 9 Theme 3 Page 10 McDonalds Organizational Culture * (i) Company Culture in relation to strategy and structure Page 10 * (ii) Post Bureaucratic Cultural Control Page 11 Conclusion Page 12 References Pages 13- 15 Portfolio Pages 13 – 24 Acknowledgement I confirm that the work undertaken for this assignment is entirely my own and that I have not made...
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...Chapter 10 Why employees frequently unionize? It is because they feel that individually, they will be unable to exercise the power regarding their employment conditions at any particular employer. The treatment and benefits they receive depend in large part on how their employers view their worth of the organization. It should be pointed out that some employees join unions because of the union shop provisions of the collective agreement that require employees to join as a condition of their employment. Others join because the employer is a closed shop—only members of a union will hire—or because they choose to under an open shop provision. Even when forced to join, many employees eventually accept the concept of unionism. The sections that follow look at some of the more specific reasons people unionize and what role and/or organization plays in the unionization process. Whether or not, a union can become the bargaining agent for a group of employees will be influenced by the employees’ degree of dissatisfaction, if any, with their overall employment conditions. For example, employees may feel their concerns about health and safety are ignored or they may be required to wear uniforms without being reimbursed for the cost. It will also depend on whether the employees perceive the unions as likely to be effective in improving these conditions. Employee may seek unionization when they perceive that managerial practices regarding promotion, transfer, shift assignment, or other...
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...Manchester M15 6PB, UK 2 Course unit Objectives This course has three interrelated and equally important objectives: i. ii. iii. 3 Introduce key multinational management concepts, and illustrate their applications. Understand multinational mentalities and develop strategic and critical thinking in relation to multinational management. Understand the management challenges associated with developing strategies and handling the operations of firms whose activities stretch across national boundaries. Learning Outcomes On successful completion of the course unit, students are expected to: i. ii. Demonstrate an understanding of the theoretical and managerial fields of multinational management. Understand how multinational firms are managing in competitive environments, what are on-going tensions between the competitive and co-operative approaches to strategy and competitiveness faced by the multinational firms and the changing role of headquarters and subsidiaries in the development of multinational corporations. Have a critical appreciation of conceptual explanations for multinational activities of firms, and apply this to real business activities. iii. BMAN70012-201415-MM-syllabus-v20150209 //...
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...Balancing Global and Local Strategic Contexts: Expatriate Knowledge Transfer, Applications and Learning within a Transnational Organization J. Barry Hocking Michelle Brown Anne-Wil Harzing Version January 2007 Accepted for Human Resource Management Copyright © 2003-2007 Barry Hocking, Michelle Brown and Anne-Wil Harzing. All rights reserved. Dr. Anne-Wil Harzing University of Melbourne Department of Management Faculty of Economics & Commerce Parkville Campus Melbourne, VIC 3010 Australia Email: anne-wil@harzing.com Web: www.harzing.com Balancing Global and Local Strategic Contexts: Expatriate Knowledge Transfer, Applications and Learning within a Transnational Organization Abstract In this paper we investigate how expatriates contribute to the transnational firm’s strategic objectives of global efficiency, national (‘local’) responsiveness, and worldwide learning. We focus on their knowledge applications and experiential learning, two assignment-based outcomes of potential strategic value to the firm. We assess how these outcomes are impacted by the expatriate’s everyday knowledge access and communication activities, measured by their frequency and geographic extent. Within our case organization, a prototype transnational firm, we find that the expatriates’ knowledge applications result from their frequent knowledge access and communication with the corporate headquarters and other global units of the firm. In contrast, their experiential learning derives from...
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...performance in the 21st century. According to de Woot (2000), companies in the industrial, financial and service sectors have to cleared most obstacles in the globalization process: that of size, that of time, that of complexity, and finally that of information and communication. Because of the differences in cultures, there might be some kind of misunderstanding among people working in the same organization due to their different values, beliefs, backgrounds, etc. To avoid cultural misunderstanding and turn cultural diversity to advantage, in this workshop we will provides a general definition for “culture” as well as for “diversity”, discusses the benefits of diversity in the workplace, the challenges of managing a diverse workplace, and presents effective strategies for managing diverse workforces. Definition of culture According to Kroeber und Kluckhohn (1952, p. 357) “Culture consists of patterns, explicit and implicit, of and for behaviour acquired and transmitted by symbols, constituting the distinctive achievement of human groups,.., the essential core of culture consists of tradition, ideas and their attached values, culture systems may considered as products of actions and also as conditioning elements of future action” Furthermore, managers often see culture as “the collective programming of the mind which distinguish the members of one human group from another… the interactive aggregate of common characteristics that influence a human group’s response to its environment”...
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...organisational operation. This report has emphasised on three key areas such as general sourcing model and its components in the context of global buyer’s perspective i.e. Transnational Corporations, a clear scenario about current ethical situation of Bangladesh’s apparel sector, and relevant supply chain theories and its implications related to ethical purchasing in apparel industries. At the end, a proper conclusion has been given by evaluating all the three sections critically based on the theoretical lens of purchasing and supply chain management. Table of Contents Executive Summary 1 Introduction 3 Section-1: General Discussion on Sourcing and its Components 4 Sourcing and its Role in Supply Chain 4 Sourcing Needs of the Companies and its Impact on Supply Chain 4 Steps of Making Sourcing Decisions by Transnational Corporations 5 Ethical Sourcing 6 Ethical Sourcing by TNCs in Apparel Sector 6 Importance of being Ethical in Sourcing 8 Section-2: Current Situation of Bangladeshi Apparel Sector and its Ethical Perspectives 9 Section-3: Supply Chain Theories and its Implications Related to Ethical Purchasing in Apparel Industries 11 Theory of Value Chain and Global Value Chain 11 Corporate Social Responsibility Perspective 14 Overall Conclusion 15 Bibliography 16 Introduction Transnational...
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...‘Self-managed teams empower employees. Most often found in manufacturing, workers are trained to do all or most of the jobs in the unit, they have no immediate supervisor, and they make decisions previously made by first-line supervisors (Bateman & Snell, 2013).” Managed toward oneself groups offer various potential favorable circumstances that could be utilized at Sandwich Blitz; including stronger responsibility, worker and consumer loyalty, enhanced quality, upgraded effectiveness, and speedier item and administration improvement. Notwithstanding, there are a few downsides. Directed toward oneself groups are hard to execute, and disappointment is a danger when utilized as a part of unseemly circumstances, or without sufficient initiative. A few associations have been disillusioned with the results from managing toward oneself groups. “The key element of effective teamwork is commitment to a common purpose (Bateman & Snell, 2013).” There are three criteria that defines the effectiveness: “The productive output of the team meets or exceeds the standards of quantity and quality; the team’s output is accept- able to the customers, inside or outside the organization, who receive the team’s goods or services. Team members realize satisfaction of their personal needs (Bateman & Snell, 2013).” The third criteria is “. Team members remain committed to working together again; that is, the group doesn’t burn out and disintegrate after a grueling project. In other words, effective teams remain...
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