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In general, how difficult do you think it is to change managerial behavior around the world for a multinational corporation such a

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In general, how difficult do you think it is to change managerial behavior around the world for a multinational corporation such as Microsoft?

Global Human Resource Management

INSTRUCTIONS:

Module 3 - Case Global Human Resource Management Introduction Background Information Case assignment Session Long Project Objectives Microsoft`s Ambition Global Sales Training Program Microsoft`s advertising division recently pursued an ambitious training program across 22 nationalities in their numerous divisions around the world. The purpose of their program was to create a "coaching culture" among their sales managers. An article published in Strategic HR in reports that this program was highly successful. The reference for the report (available in Proquest) is: Phillips, T. (2011) Creating a coaching culture across a global sales force. Strategic HR Review: 5-10. Of coure keep in mind as you read this article that companies are more likely to share positive news with reporters than there are negative news, and of course all companies try to use public relations to present the most image possible to the public and to the business community. Case Assignment After reading the Phillips article and revewing the background materials concerning common challenges of international human resource management, write a four to five page paper answering the following questions: 1. In general, how difficult do you think it is to change managerial behavior around the world for a multinational corporation such as Microsoft? Do you think it is as easy as the article makes it out to be, or do you think it is more challenging? Explain your reasoning. 2. What do you think the biggest single obstacle or roadblock was to Microsoft`s implementation of their coaching training program? For example, do you think they might have faced a lot of resistance from managers in their overseas divisions? 3. Do you think this program should be implemented worldwide for other types of managers besides just sales managers at Microsoft? If so, explain what types of managers might benefit the most and why. If not, explain your reasoning. Case 3 Assignment Expectations Answer the assignment questions directly Stay focused on the precise assignment questions, don`t go off on tangents or devote a lot of space to general background materials List supporting references and cite sources in proper format Use appropriate writing style in essay form (organization, grammar, & spelling- see Module 3 - Background Global Human Resource Management Introduction Background Information Case assignment Session Long Project Objectives Click Here for a full version Voice.ppt lecture on International HRM: Cross-Cultural Staffing- Voice. Optional International HRM: Cross-Cultural Staffing NO Voice ppt lecture click here. People are the main asset of any organization whether domestic or international. International human resource management is a very critical function of an international company. While HRM functions generally remain the same as for domestic companies, the challenges become much more complex, due to various cultural differences and international factors such as values and laws. As a result of such variations, different countries have different perceptions of Human Resource (HR) policies and functions. While some local offices perceive HR as a strategic partner, others see it as a stereotypical "personnel department" that handles routine paperwork. HR in the United States emphasizes payroll and other transactions. In the United Kingdom, payroll is often outsourced; HR focuses on personnel planning, training and other non-transactional processes. Hence, the vision of what HR is will vary from country to country and from company to company. The Need for Flexibility As a result, there is a need for flexibility to offset the economies of scale that come from standardization, from common practices, systems, missions, and corporate cultures. Often something simple, like listing names, can create havoc. In one country using the last name first is considered terribly rude. In another it is considered mandatory HR practice. Some companies, then, decide to use multiple data bases. Flexibility is extremely important. Laws & Cultural Differences Laws can differ radically. One of the thorniest issues facing global HR departments is informational privacy. The comfort level for disclosing personal information will vary widely from country to country. Some cultures encourage total openness, others a strict separation between what is work related and what it personal. European Union privacy laws are a great deal stricter than those in the United States. Differences in culture, expectations, HR functions, and legal requirements make managing human resources on the global level a challenging task for HR managers. When the firm`s personnel are highly heterogeneous and diverse, this challenge gets even more complex. Managing Globalization HR management is effective if it is aligned with the corporate mission. It follows that an organization with a global corporate mission needs to deploy the various management functions and resources to address the global environment. Several factors affect global Human Resource Management. They are legal, political, economic, and cultural. Legal and political elements refer to the political climate of a country (from stable to volatile), as well as to HR laws and regulations. Economic factors address the economic system, as well as currency issues. Cultural characteristics denote the system of values and beliefs typical of a group of people, a community, a country. International employees fall into three categories: expatriates, host-country (local) nationals; third-country nationals. An expatriate is an employee who is a citizen of the country where the headquarters of the company are located but not a citizen of the country where his/her subsidiary or unit is located. A host-country or local national is a citizen of the country where the subsidiary or the unit is located, but not a citizen of the country where the headquarters are located. A third-country national is a citizen of a country, who is neither a citizen of the country where the company is headquartered, nor of the country where the subsidiary/subunit is located, and who works for the subsidiary. HR management must create the individual capabilities and behavior required by that environment. Examples of such capabilities include experience with and knowledge of the conduct of business across national borders. Examples of such behavior include interpersonal effectiveness in general and the display of cultural sensitivity in particular. Knowledge of local laws and business practices may call for hiring local nationals. Whereas, if the language of international clients with whom a firm is doing business is English, then local personnel will need to be bi-lingual or the USA firm will need expatriates. Capabilities adaptive for the global environment may be assured by actively looking for them during the recruitment, selection, and assignment process. Behaviors useful for the international environment may be nurtured through the design and implementation of suitable performance evaluation and reward systems. In short, all aspects of HRM from selection of personnel to evaluation and pay are influenced by the cultures and places where a firm does business. For additional information, please read the following articles. They present important aspects of Global Human Resource Management and highlight the increasingly strategic role it plays. The importance of the HR executives is being increasingly recognized globally. The roles and functions of HR in the global context have become increasingly strategic. Click Here for a full version Voice.ppt lecture on International HRM: Cross-Cultural Staffing- Voice. Optional International HRM: Cross-Cultural Staffing NO Voice ppt lecture click here. NOTE: The following articles can be found by searching Proquest! Required Reading: Brewster, C., Sparrow, P., Vernon, G., Houldsworth, E. (2011). Chapter1: International Human Resource Management: An Introduction. International Human Resource Management. CIPD House. http://www3.ul.ie/ulearning/html%20files/global%20hrm/pdfs/International%20Human%20Resource%20Management.pdf Dessler, G. (N.D>) Chapter 13: Managing Human Resources in an International Business, Prentice Hall, http://wps.prenhall.com/wps/media/objects/728/745520/chapter13.pdf Rao, P. (2010) Unit 6: International Human Resource Management and Development, International Business Environment, Global Media [available in Ebrary] Caligiuri, P., Lepak, D. Bonache, J. (2010). Chapter 1 Introduction to International Dimensions of Human Resource Management, Global Dimensions of Business: Managing the Global Workforce, Wiley-BlackwellHoboken, NJ, USA [Available in Ebrary. For those of you who want some optional additional reading Chapters 5 and 7 along with other chapters are useful to look at] Phillips, T. (2011) Creating a coaching culture across a global sales force. Strategic HR Review: 5-10.

CONTENT:
Global Human Resource ManagementName:Institution:Date:From the various tasks undertaken by a manager within an organization one can describe managerial behavior as “the behavior of a manager of an organization that can be reported via observation from outsides or by self-reports.” Achieving optimal managerial behavior is usually the aim for any organization as this leads to attainment of the firms` or managers`, aims and or objectives (Gilmore & Williams, 2009). Managers usually employ their unique methods in managing a business that ensures productivity and profitability in both the local and international business environment. Different managers have different styles and skills of management. This varies even more when one takes a global perspective into management practices (Gilmore & Williams, 2009).Management that is Human Resource Management (HRM) differs among different countries. These variations in management behavior originate from the political, legal, cultural, economic, and social differences (Gilmore & Williams, 2009). These, therefore, require that HR practices developed suit the particular organization and most importantly the country`s target objectives. Referring to Microsoft`s case, developing a management training approach is a tasking collaborative approach to come up with coaching methods ant tools that are suitable and flexible for not only a single country but also on the global level so as to achieve almost similar if not similar outcomes. This requires extensive research in every country to determine the political, legal, economic, social, and cultural differences.This is not an easy task because, in addition to the above causes of variation, it requires competency in interpersonal skills, persuasive and negotiation skills, analytical and conceptual skills, and also strategic thinking (Brewstel, Sparrow, Vernon, & Houldsworth, 2011). Moreover, it also demands knowledge in international business, international finance, international legislation of labor, local labor markets, as well as international compensation and benefits (Brewstel, Sparrow, Vernon, & Houldsworth, 2011). Finally, global or International Human Resource Management (IHRM) requires that the individual and organization handling this process deals with headquarters, regional, and subsidiary line managers, headquarters and subsidiary employees, national and international tra...

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