...| Leadership challenges faced by managers leading a multi-national workforce | Developing the Global Manager Report | | | | Glossary HCN: Host Country Nationalsg MNC: Multi-national Company MNW: Multi-national Workforce Contents Page Introduction 4 Aims 4 Objectives 4 Leadership Challenges 5 Recommendations 15 Conclusion 16 Appendix 17 References 20 Introduction This report aims to discuss on the challenges faced by managers in leading a multi-national workforce (MNW). For MNC managers to achieve a well- balanced fluidity of leadership, communication, structural, strategic and cultural changes should always be reviewed (Reichwald et al 2005). Leaders of MNCs can have problems in meeting the needs of specific markets and can easily encounter conflicts when endeavouring to achieve effectiveness and efficiency (Martinez et al 1999). Due to political, cultural and geographic barriers, coordinating multinational workforce (MNW) can be a challenge for MNC managers (Cavusgil and Cavusgil 2011). Through implementing change, new procedures, creating new ideas and new policies MNC leaders become successful to the MNW (Darling 1999). MNC managers have a responsibility in influencing direction, opinion, action and course hence taking responsibilities (Oertig and Buergi 2006). 2.0 Aims The aim...
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...UNIT 7: THE DEVELOPING MANAGER Get assignment help for this unit at assignmenthelpuk@yahoo.com LO1 Understand principles and practices of management behaviour Management theory and styles: assumptions and drawbacks, classical theories, main contributors, the influence of informal groups, hierarchy of needs, systems approach to management, contingency approach, leading authorities Leadership characteristics: styles eg autocratic, democratic, laissez-faire, action-orientated; motivation theories, factors affecting motivation and performance, motivation techniques, effectiveness; conflict resolution; the role of partnerships and stakeholders in the business Communication: communications processes, verbal, written, non-verbal; lines of communication, linear, lateral, formal/informal; barriers to effective communication Organisational culture and change: types of organisational structure and culture; factors influencing changes in culture; types of change eg demographic, economic, legislative; planned change theory; managing and measuring the effectiveness of change; sources and types of power; change drivers LO2 Be able to review own potential as a prospective manager Self-knowledge and appraisal: skills audit eg management skills, leadership skills, practical/technical skills, personal skills (eg interpersonal/motivational/communication skills), organising and planning skills cognitive and creative skills; qualifications (current/planned), strengths and weaknesses analysis;...
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...THE GROWING IMPORTANCE OF DEVELOPING MANAGERS TO BE EMOTIONALLY AND SOCIALLY INTELLIGENT INTRODUCTION: “Knowing others and knowing oneself, in one hundred battles,-no danger. Not knowing the other and knowing oneself, - one victory for one loss. Not knowing the other and not knowing oneself, -in every battle certain defeat." Sun Tzu, The Art of War. “Emotional intelligence, more than any other factor, more than I.Q. or expertise, accounts for 85% to 90% of success at work. I.Q is a threshold competence. You need it, but it doesn’t make you a star. Emotional intelligence can.” Warren Bennis. “Social intelligence was therefore always at a high premium. A sharp sense of empathy can make a huge difference, and with it in an ability to manipulate, to gain cooperation, and to deceive.” Edward O. Wilson, DEFINITIONS OF EMOTIONAL INTELLIGENCE : Emotional intelligence can be defined as an array of noncognitive skills, capabilities, and competencies that influence a person's ability to cope with environmental...
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...KEY ISSUES HR MANAGERS FACE IN DEVELOPING HIGH PERFORMANCE WORKING AND HOW THEY CAN ADDRESS THESE ISSUES Module: People Management (Challenges and Choices) Lecturer: Myrtle Emmanuel Due Date: 21/05/12 TABLE OF CONTENTS 1) Objective …………………………………………………………………………………… 1 2) Essay ………………………………………………………………………………………… 2 - 12 3) Critical self-reflection ……………………………………………………………… 13 - 14 4) References ……………………………………………………………………………….. 15 – 16 Objective The main Objective of this individual paper is to discuss several issues HR managers face in developing high performance working and how can they overcome these issues. This essay will have a brief introduction of the topic and a proper discussion of the issues the managers encounter while developing high performance and how they can address them. The essay will end with a satisfactory conclusion to the topic. Issues HR Managers face and a solution to these issues regarding Developing High Performance working The manner of the management of people at workplace contributes to the variation in organizational performance as it influences the performance returns of an organization. With the innovation of high performance working, it has been possible to select and retain workforce with greater focus on job involvement, where the level of performance is enhanced. Some of the critical areas addressed by the high performance working include human resource, work organization, employee relation, management and leadership...
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...The “Top Managers” Evidence Requirements in the Investors in People Profile The following table sets out the evidence requirements, drawn from the Profile version of the Standard that an assessor would check out with an organisation’s top managers. However, only level 1 needs to be covered to meet the requirements of the Investors in People standard. |Principle 1. Developing strategies to improve the performance of the organisation | | | |Indicator 1. A strategy for improving the performance of the organisation is clearly defined and understood. | |Level |Evidence requirements | |1 |1 Top managers make sure the organisation has a clear purpose and vision supported by a strategy for improving its performance. | | |2 Top managers make sure the organisation has a business...
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...at a great disadvantage with their lack of experience. This benefits Starbucks as their employees settle into their roles extremely quickly and come out of their shells much faster than what they may do otherwise allowing them to get the most out of their employees from very early on as all employees who feel like they are part of the team and accepted by everyone in the team settle in to their new role in their new job much faster than employees who don’t feel like they are part of the team and that not many people in the team like them. Discuss the differences between the types of training that would be most appropriate for developing the effectiveness of a barista and a new store manager at Starbucks One difference between the types of training that would be most appropriate for developing the effectiveness of a barista and a new store manager at Starbucks is that baristas need more interpersonal skills and a greater knowledge of coffee and passion for coffee...
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...employing people, training them, compensating them, developing policies relating to the workplace, and developing strategies to retain employees. The Role of HRM There are seven main 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...
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...the Workplace According to Mike Noble in his article, Transform Managers into Coaches: Five Steps for Coaching Success, an effective manager is a coach and not just a boss. The most effective managers are those who can coach and collaborate. If one is able to coach their employees effectively then they are able to create sustainable long-term results for themselves and their company. Coaching is action of helping others to perform better, whether it is through feedback, demonstrations, or teaching. It is investing in the people within a company and shaping them into better employees so that they can not only perform their tasks better, but also better qualify for promotions. Mike Noble’s article breaks down the five steps necessary for successfully becoming a coaching leader and the benefits of becoming one. By coaching your employees, you become a transformational leader who enhances as well as generates new experiences for employees, thus gaining a stronger level of commitment from them. The first step to transforming a manager into a coaching leader is to build a personal case for coaching. The manager has to want to develop their coaching skills and see the relevance of developing them. Once a manager understands that they can achieve better results through coaching instead of taking a command and control response to management, they will be willing to develop their skills as a coach. Managers are more inclined to seize the opportunity when they realize that many...
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...Median salary by job..…………………………………………………………………5 Median bonus by job…………………………………………………………………...6 Average weekly vacation by years experience…………………………………………6 Introduction With so many changes within the industry best buy the number one electronic retailer decided to implements new compensation strategy within their organization to gain competitive advantage against their competitors. An organization employing over 170,000 employees within the US will have hard time developing a compensation strategy for every employee. Therefore the organization decided to focus on its retail store managers. Data reveals that best buy Inc is employing little of two thousands retail store manager. The organizations is developing new compensation strategy so that they will be expose to fewer managers turn over, higher motivation and performance. But before developing this new compensation strategy the organization must do an analysis of internal and external factors that may have an impact or their compensation strategy. After taking a better look on the internal factors we discovered the issues that may have a bigger impact on the on the development of the new compensation...
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...five basic functions (management process) all managers perform: planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. Some of the specific activities involved in each function include: Planning: establishing goals and standards; developing rules and procedures; developing plans and forecasting ？predicting or projecting some future occurrence. Organizing: give each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates. Staffing: deciding what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling employees; training and developing employees. Leading: getting others to get the job done; maintaining morale; motivating subordinates. Controlling: setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares with these standards; taking corrective action as needed. 2. Illustrate the HR management responsibilities of line and staff (HRM) managers. Be sure to discuss how these responsibilities overlap and how both line and staff (HRM managers) typically work together to fulfill HRM functions. Answer: * Line manager * A manager who is...
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...issues relating to management information systems from the perspective of managers of Iran’s agricultural extension providers Abdolmotalleb Rezaei*, Ali Asadi and Ahmad Rezvanfar Department of Agricultural Extension and Education, University of Tehran, Karaj, Iran. Accepted 26 May, 2011 The purpose of the paper is to investigate issues relating to the management information systems of agricultural extension providers in Iran. A survey study was applied as a methodology of research work. Data were collected using a structured questionnaire that addressed evaluating managers’ responses with regard to management information system (MIS) key issues. All issues had mean score greater than five as perceived by managers. This would suggest that most key issues are moderately important in the present time. To delineate more clearly the relationships between the organizational factors and MIS key issues ratings, a descriptive model is currently under development. Future work is to formulate a research model that more precisely describes the relationship between the organization's factors and the MIS key issues rankings across the countries. The organization factors should extend factors covered in the present study to those that are broadly pertinent to the dimensions of the organization's operating environment. To identification of issues of agricultural extension management information system, and how the managers rate the importance of the MIS issues according to organizational factors...
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...restaurants that operate under one regional manager that also acts as the Human Resource Manager for the restaurants. The goal is to develop a plan that can decrease the travel time of the regional manager so; that he, Jay Morgan, can save on gas due to high gas prices since each restaurant is located in the northern California area. The objective is to introduce a HRIS application and one vendor that can assist in the developing of the HR department and ease the transitioning of one individual HR manager to multiple employees. There are restaurants with profits in mind and provide the same food and service while the Castle’s Family believes in family, partnerships and developing relationships with one another for a great customer service. Introduction The Castle’s Family Restaurant has eight restaurants in northern California with about 300-340 employees. Most of the employees are part time with about 40% of them full-time. This business plan is to determine strategies that will eliminate the Human Resource position from Jay Morgan, so that he can reduce his travel time to all eight locations and to develop an HR department for the restaurants. In addition, the business plan is to enable Jay Morgan to concentrate on his operation manager duties. Company Review The factors that cause many issues to the Castle’s Family restaurant business are having one individual with so many responsibilities. Therefore, hiring an HR manager to schedule, recruit, hire and assist the...
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...Information Systems Project Management Unit 3 Assignment 1 Kaplan University IT511 Professor Chad McAllister February 16, 2013 1. Explain project scope management in terms of its processes. Scope management is the process of defining and controlling the work that is or is not included in the project (Schwalbe, 2012). This outlines to the team and stakeholders the product that will be produced and the processes that will be used to produce that product. The project scope management consists of five processes: * Collect requirements- This process defines the specific details of a product’s functions and features. Defining the processes for creating the products is defined in this process and results in the following outputs: stakeholders’ requirements documentation, a requirements management plan and a requirements traceability matrix. * Define the scope- The project charter, requirements documents and organization process assets are the inputs that are needed to determine the project scope. This process has two outputs the project scope statement and updates to the project documents. * Create the WBS- This process involves decomposing the major deliverable on the project into manageable elements resulting in the WBS and dictionary, a scope baseline and updates to the project documents. * Verify the scope- This is the formalized acceptance of the scope statement by the stakeholders, customers and the project sponsor. If the scope statement is...
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...identify the characteristics of these teams, encourage the success of self-directed groups, and have a plan to assist struggling teams and managers. Self-directed teams are a way to maximize the human resources of a company by reducing the workload of managers and by increasing the personal responsibility and accountability of employees. Self-directed teams are autonomous work groups that solve problems, implement solutions, and take full responsibility for outcomes (BOMI). Establishing this type of work team is crucial to the success of an organization. These teams function without direct supervision, thus leaving managers free to focus on other tasks. Sometimes managers struggle with implementing these teams. A few difficulties a manager may encounter when working to create self-directed teams are a lack of trust among team members, uncooperative members, lack of team training, vague goals, an absence of corporate support for teams, or hostile corporate atmosphere (individually competitive or manager-controlled). The corporate atmosphere is the first thing that must be addressed. If the company wants to create self-directed teams, upper level management must be supportive of the efforts. They need to encourage group efforts and not focus so much on individual merit when allotting raises or promotions. Managers need training in developing and trusting teams that can function without their direct supervision. The problems that arise among the members of the team can often...
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...professionals continue to confuse with each other. All managers can be a coach, but not all have the ability to coach effectively. Developing the fortitude and desire to help others takes a dedicated, morally and ethically rounded person. An effective coach has the potential to positively help expand the growth potential in learning, developing personal and professional capacities that are required to be successful. Thus in return creates a positive return on investment for the company through happy and content employees. Coaching instead of leading is not a new concept, but is gradually becoming an integrated part of the management style. The concept of coaching can be used in conjunction with a Performance Management System, or other methods of auditing and rewarding their employees for diligence in performance and attitude on the job. How a coach interacts with his or her subordinates can create the necessary flow for components that can escalate the successful coaching relationship. By developing this relationship, a company that is resourceful and interested in their employees’ wellbeing while at work, and their performance will see a positive growth in return on investment and overall profits. The morale of the employees can be measured, and overall attitude of the managers, as well as, their subordinates can be a direct motivator for not only the success of the company but as well as the employee. Developing an employee depends on the framework that has been set...
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