...Overcoming Global Obstacles: Multicultural Management BUS600: Management Communications with Technology Tools Dr. Raj Singh April 23, 2012 Introduction As a result of globalization, the world in which we do business is increasingly becoming smaller and smaller. People are buying and selling goods, providing services, and communicating with others on a much more global scale. One hundred years ago it would have taken these people months to communicate, but today they can communicate with the press of a button. As our interactions with those from cultures much different than our own increases, communicating with one another creates obstacles we normally wouldn’t face when interacting with those from our own culture. This presents the peculiar problem for the business because it must train managers to effectively communicate within the constructs of different cultural norms and values. Communicating to others the importance of diversity in multinational corporations is a difficult task because it essentially involves asking others to reject the idea of their culture being superior to others. As O’Rourke (2010) points out, “failures in an overseas business setting most frequently result from an inability to understand and adapt to foreign ways of thinking and acting, rather than from technical or professional incompetence,” (p. 284). Regardless of difficulty, if a business...
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...The Role of Performance Management in Establishing and Maintaining Corporate Culture Performance management provides a large role in the establishment of a corporate culture and maintaining it, as well as observing the performance of the employees and provides the necessary positive and corrective feedback. “Performance management is considered the frame work of talent management, which encompasses all areas of HR that have to do with onboarding, developing, evaluating, and managing the workforce through all the normal cycles” (Kavanagh & Thite,2009, p. 341). This in turn is the connection that is developed between performance management and the company’s corporate culture, and it is dependent on the connection between management and employees. Performance management is connected with several other areas such as, recruiting, staffing, career management, etc., all which play a primary role in establishing and maintaining a company’s corporate culture. In order for an organization to maintain their culture they must find individuals that are willing and able to adapt to their culture as well as maintain and recruit other employees that can do the same. The Role of Compensation and Benefits in Establishing and Maintaining Corporate Culture Compensation plays an important role in establishing and maintaining a corporate culture. Compensation includes base pay, merit pay, short-term and long-term incentives. It also provides recognition awards, and the attraction/retention...
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...Corporate Culture Report Evolving Corporate Culture Report Diversification of environment is the key to the growth in today's competitive global marketplace. No longer can America's organizations and corporations hide behind their lack of cultural intelligence. All organizations that seek global market relevancy means embracing diversity in elements such as how they perceive, think, act and innovate. Thus, they take into consideration all the factors that affect strategic planning and management. Corporate management is the process of leading, administrating and directing a company. Business tasks often performed by corporate management might include strategic planning, and managing company resources and applying them with a focus on attaining the company’s objectives. Expansion of global business space of an organization or a company can lead to amid challenges in its operations hence the need for change in corporate strategic management. For instance, the Equity Bank in Kenya was a local corporation initially but in the recent years, it has expanded its scope to other countries and states e.g. Uganda, Tanzania, Rwanda and Democratic Republic of Congo (DRC). This has led to the need for changes in its corporate operations due to large scope. Thus, it is true that its expansion has resulted in various changes; these include; change in strategic management, change in business planning, change in controlling and financial management, change in marketing management, change in...
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...International Management: Managing Across Borders and Cultures, Text and Cases, Seventh Edition SEVENTH EDITION FEATURES • Streamlined text in eleven chapters, with particular focus on global strategic positioning, entry strategies and alliances, effective cross-cultural understanding and management, and develop- ing and retaining an effective global management cadre. The seventh edition has been revised to reflect current research, current events and global developments, and includes company examples from the popular press. In Chapter 1, we introduce trends and developments facing international managers and then expand those topics in the context of the subsequent chapters. For example, we discuss developments in globalization and its growing nationalist backlash— in particular resulting from the global financial crisis. We discuss the effects on global business of the rapidly growing economies of China and India and other emerging economies such as those in Africa, and the expansion of the EU; the globalization of human capital; and the esca- lating effects of Information Technology and the global spread of e-business. We follow these trends and their effects on the role of the international manager throughout the book. For exam- ple, in Chapter 6 we focus further on strategies for emerging markets, while also dealing with changing strategies to respond to economic decline around the world and an increasing level of nationalism in some industries; we have a...
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...CONTENT 1 INTRODUCTION 2 CONCEPT OF HUMAN RESOURCE MANAGEMENT a. INTERNATIONAL HUMAN RESOURCE MANAGEMENT b. INTERCULTURAL WORKING c. INTERNATIONAL ASSIGNMNET 3 THE CONCEPT OF INTERNATIONAL MANAGER, ITS ROLES/FUNCTION AND CONTRIBUTION 4 THE CAPABILITIES AND QUALITIES OF INTERNATIONAL MANAGERS 5 THE CONCEPT OF EXPATRIATION 6 CHALLENGES FACED BY INTERNATONAL MANAGERS ON INTERNATIONAL ASSIGNMENT 7 CONCLUSION AND RECOMMENDATIONS, REFERENCES 1. INTRODUCTION In this time of globalization, the concept of international human resource management has come to be an important aspect for human resource manager in multinationals, in order to have a worldwide vision of managing their expatriates effectively outside their PCN/HCN. The aim of this report is to analyse the statement which says that Effective international managers were said to be those who were flexible, open-minded, adaptable, speaking in foreign languages, and making friends with those of many nationalities (Smith, 1992:46). The report also provides necessary conclusion and recommendation which international managers are to adopt to ensure that employees works more effectively. There are differences between countries yet expatriates are effective in there works because of the role of international manager to see that the expat are successful. This analysis will be done looking at the different roles and attributes of international managers, the concept of...
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...Global Human Resource Management Group # xx Strategic Role of International HRM and Staffing Policy Nusrat Jahan Khan ID # 2015 291 014 Global Human Resource Management Strategic Role of International HRM HRM function through its staffing, training, compensation, and performance appraisal activities has critical impact on the people, culture, incentive and control system elements of the firm’s organizational architecture. Global Human Resource Management Staffing Policy Selection of employees who have the skills required to perform a particular job Tool for developing and promoting the desired corporate culture of the firm, i.e. norms and value systems of the firm It is believed that if employees’ personality types are matched to corporate culture, the firm will be able to attain higher performance Global Human Resource Management Approaches to Staffing Policy Three main approaches to staffing policy: Ethnocentric staffing policy Polycentric staffing policy Geocentric staffing policy Global Human Resource Management Ethnocentric Staffing Policy All key management positions are filled with parent company nationals Rationales: Host countries (especially LDCs) may lack qualified individuals to fill senior management positions Best way to maintain a unified corporate culture across the world Applicable when a firm places a high value on its corporate culture Transferring core competencies to foreign operations Knowledge...
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...Critiquing the Affects of Globalization, Diversity, and Intuition on Managerial Roles Managerial roles are increasingly more challenging to fulfill with employees, projects and industries spanning across countries and boundaries. With globalization, there are business process differences to overcome, diversity with respect to organizational culture to consider, and the intuitive element is approached from gender perspective as well as its relevancy in shaping managers’ cognitive style. Global change is altering the supply chain management structure and efficiency for U. S. multinational corporations. Johnson (2006) points to five areas of importance regarding supply chain management structures: Globalization and outsourcing, including the impact of China and India on supply chain structure and coordination; new information technologies, such as radio frequency identification (RFID) and tools that enable enterprise integration and collaboration; economic forces within and between supply chains, from the consumer pricing to supplier contract negotiation; risk management, including risks from supply chain complexity and from security threats; product lifecycle management, including post-sale service and product recovery (p.191-192). Even though these areas are important, Johnson (2006) underemphasized the importance and affects of cultural values and managerial philosophies on supply chain management organizations (Robbins & Judge, 2007). Anwar and Chaker (2003) demonstrated...
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...Management and Leadership Larry E. Baumann MGT 330 December 8, 2010 Ben Douglas Management and Leadership Introduction Management and leadership will be differentiated in this paper and the roles, responsibilities of leaders play in creating, and maintaining an organizational culture will be discussed and an evaluation of the affect of globalization and management across borders. Moreover, strategies that managers and leaders can utilize are examined. Management and Leadership Management and leadership are interchangeable functions but are not the same, are uniquely different. Managers and leaders must be able to differentiate between the two and have the ability to determine which function is considered necessary. Effort must be taken not to spate the two, as it often is problematic. However, much time is spent delineating the differences. Basically, the manager’s job is to plan, organize, and coordinate. The leader’s job is to inspire and motivate. Warren Bennis listed the differences in his 1989 book “On Becoming a Leader” [ (Bennis, On Becoming a Leader, 1989) ]. The manager administers; the leader innovates. Leaders are often visionaries and see the big picture while it is the role of the manager’s role to utilize the tools necessary to achieve the leader’s innovation. The manager is a copy but the leader is an original. Managers often do not originate new ideas but ensure a successful outcome. Thus, the manager maintains and the leader develops...
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...Gerbasi, MBA, Canada Victoria Ivanova, MBA, Canada ABSTRACT Purpose - To provide the management team at BTSA Ltd with a practical guideline in managing organizational change through a designated lead change agent. Design/Methodology/approach - This guideline was developed by analyzing various organizational behaviour variables which included organizational structure, leadership and organizational culture. The objective of the case study is to provide a pragmatic approach to dealing with transformational change, particularly the role and responsibility of leadership. Findings – This case identifies a distinct correlation between each above stated variables and productivity/citizenship factors among employees. As a result of the takeover by an international conglomerate, BTSA Ltd was facing major changes and sustained a high level of employee turnover within the company, including the abrupt departure of their lead change agent. This resulted in a sharp decrease in TQM initiatives and major slowdown in R&D projects. The key findings have determined the core elements which explained the turnover issue and the impact of organizational change (for a small Canadian based firm acquired by a US conglomerate). Originality/value - This case study is practical for mid-sized firms which are currently involved or will shortly be facing foreign control through a recent merger or acquisition. It provides management (of the acquired firm) with insight on the potential pitfalls involved in transformational...
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...process of changing organizational culture is a long-term and difficult process. There is an undeniable resistance to change the former way to the new and evolving way of doing business. As businesses continue to expand in the global markets, it will require a strong leadership commitment to change the vision of what the goal of change will be in order to sustain continuous innovation. In the excerpt of Vineet Nayar’s, “Recasting the Role of CEO: Transferring the Responsibility for Change. How Leaders Tap the Creative Energy of Employees”, it demonstrates the concept that if management can remove itself and allow employees to lead that the collaboration process will lead to continuous and sustaining innovation. This assessment will explore the transformation that Nayar implemented within HCLT to change the organizational structure, culture, and processes to support and sustain innovation in the changing global markets. Recasting the Role of CEO is as it states is the role reversal change that Nayar implemented to change the organizational structure of thinking within his organization. From that trend he developed and equally important initiative call Employee First Councils which evolve from EPIC. As Nayar points out he saw that his organization would need to rethink the role of CEO and to transfer much more responsibility for change to the employee (Nayar 2). By reversing the role of CEO the goal was to rejuvenate the management within HCLT. This innovative and practical...
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...Starbucks’ Strategy Charlene McMickens Modern Management Dr. Christopher McGrath February 3, 2016 Introduction Organizational culture is the set of key values, beliefs, understandings, and norms shared by members of an organization (Daft, 2012). In this paper, I will examine the elements of Starbucks’ organizational culture that contributed to its success in a global economy and look into management’s role with creating and sustaining the organizational culture. I will next assess the effectiveness of the company’s management decisions in providing innovative offerings for its customers. Then I will look into determining one key management competency and indicate one way the competency is a good fit for the organizational culture. Lastly, I will evaluate Starbuck’s ability to achieve long-term sustainability as a global leader in the coffee industry without the organization’s CEO, Howard Schultz. Starbuck’s is a multinational company famously known for its coffee. Starbucks offers some of the world’s finest grown fresh roasted whole bean coffee. The company first opened in 1971, at the historic Pike Place Market in Seattle as one storefront. The Starbucks’ name is from the first mate in Moby Dick. In 1981, now CEO Howard Schultz first walked into a Starbucks store, his first cup of coffee had him intrigued and he joined it a year later. Starbucks maintains its great success by standing by its mission statement “to inspire and nurture the human spirit, - one person, one...
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...Global Human Resource Management By Michelle L. Johnstun Survey of Global Business MGT 430 Dr. Ed Goold D.B.A. M.B.A. February 12, 2013 Abstract Human Resource Management is related to the strategy of an organization in assisting a firm to reach its primary goal of “reducing the costs of value creation and adding value by better serving customers” (Hill, 2013). In order to be successful as a global HRM cultural differences and customs must be acknowledged and understood. Labor laws, compensation practices, equal employment legislation, and the enforcement of a firm’s established code of conduct are examples of the complexity in the role of a global HRM. Knowing how to staff, develop, compensate, and evaluate key management positions for global posts are critical to ensuring the success of an expatriate manager and the costs associated with doing business in another country. This paper will go into greater detail the strategic role of a global HRM in an International business setting; discuss the four major tasks associated with a global HRM which include: staffing policies, management training and development, performance appraisal, and compensation policies. Lastly, this paper will discuss the international labor relations; the relationship between management of labor relations and the firm’s overall strategy. CONTENTS Abstract …………………………………………………………………………………………..2 The Strategic Role of an International Human Resouce Manager ……………………………….4 Staffing...
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...Course Global Comparative Management http://homeworklance.com/downloads/bus-606-entire-course-global-comparative-management/ All Tutorials will be E-mailed immediately after the Payment, Please Check your inbox or Spam Folder and can also be Downloaded by clicking on Tutorial Bucket. For More Tutorials Visit Website: HOMEWORKLANCE.COM For Any Other Inquiry Feel Free To Contact Us: Lancehomework@gmail.com BUS 606 Entire Course Global Comparative Management BUS 606 Week 1 DQ 1 Global Leadership Global Leadership. Identify three leadership challenges in a global world. Support your answers with examples and/or professional experience. Discuss how you would develop a global mindset in five central areas: General perspective Organizational life Work style View of change Learning. Respond to at least two of your classmates’ postings. BUS 606 Week 1 DQ 2 Globalization Globalization. Discuss advantages and disadvantages of globalization. How has globalization affected cultures and cultural identities? Respond to at least two of your classmates’ postings. BUS 606 Week 1 Globalization and Cultures Globalization and Cultures. In a 3-5 page, APA style paper, complete an article review. Your article should come from one of the Ashford online library resources. Your article should cover one or more of the following topics that were introduced in your readings: the impact of globalization cultural differences leadership challenges in a global market ...
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...GLOBAL BUSINESS MANAGEMENT (MGT380) DEGREE IN BUSINESS STUDY (BBA) MODULE HANDBOOK Instructor: IMRAN KHAN Office Timing: 0930-1730 Faculty of Business Administration Department of Management Sciences CONTENTS S.No | Topic | Page No. | 1. | Module Handbook | 1 | 2. | Contents | 2 | 3. | Introduction | 3 | 4. | Contacting the Module Instructor | 3 | 5. | Aim for this Course | 3 | 6. | Prerequisites | 4 | 7. | Teaching and Learning Strategies | 4 | 8. | Learning outcomes | 5 | 9. | My teaching Philosophy | 5 | 10 | Assessment Scheme | 5 | 11. | Reading Materials | 6 | 12. | Course Requirements and Expectations | 6 | 13. | Assessed Coursework | 7 | 14. | Academic Dishonesty | 7 | 15. | Plagiarism and Cheating | 7 | 16. | Course Outline | 8 | 17. | Detailed Course Outline | 9 | INTRODUCTION__________________________________________________ Today the world is becoming a global village. No country has such great economy that can survive by its own. The 21st century is the era of interdependence, globalization, and outsourcing. The International environment is more complicated than domestic and more challenging. Transnational problems whether environmental, cultural, economic and political, needs better understanding to compete in international world. This course, International Business (IB MGT 480) provides a foundation to understand different strategies required in international business whether at small scale or large scale....
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...Cornell University ILR School DigitalCommons@ILR Visiting Fellow Working Papers International Programs 3-1-2005 The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/ National and Plant Level Elaine Farndale Erasmus University Rotterdam, farndale@few.eur.nl Jaap Paauwe Erasmus University Rotterdam, paauwe@few.eur.nl Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/intlvf Part of the Human Resources Management Commons This Article is brought to you for free and open access by the International Programs at DigitalCommons@ILR. It has been accepted for inclusion in Visiting Fellow Working Papers by an authorized administrator of DigitalCommons@ILR. For more information, please contact jdd10@cornell.edu. The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/National and Plant Level Abstract The HR literature has been abundant in providing typologies of the roles of HR professionals in their organisation. These typologies are largely related to the changing nature of HRM over time, and the context in which empirical work was carried out. In this paper we focus on the context of the increasing internationalisation of firms and how this has an effect upon modern-day typologies of HR roles. We explore these roles by focusing on the way in which HRM practices come about. Especially in a MNC setting of increasing internationalisation of firms the issues of coordination, shared...
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