International Human Resource Management 2

8/11/2019 International Human Resource Management 2

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ASSIGNMENT SOLUTIONS

International Human

Resource ManagementAssignment SolutionsShoaib, Muhammad

09-Feb-14

[Type the astract o! the "ocument here# The astract is typically a short summaryo! the contents o! the "ocument# Type the astract o! the "ocument here# Theastract is typically a short summary o! the contents o! the "ocument#$


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Critical review of Articles:

"irst article Management in emerging .S developed countries/ is a$out the a comparison of the

(ndian management culture .S Western cultures that how their management style is different

from each other+ This articles ehi$its that in (ndia there are diverse management styles that are

different from the western cultures $ecause researchers have not eplored (ndian management

styles yet as the western0s styles of management has $een eplored+ When the multinational

organi1ations and su$sidiaries operate in the other country lie (ndia, they always adopt their

own management style which is an ultimate way to transfer the other country0s management

styles into a new country+ This includes the all practices of the M that includes, compensationplans, rewarding system, training and development of employees, promotion and career planning

of the employees+ This also includes the centrali1ation and decentrali1ation of the organi1ation

and power delegation from corporate level to management level and from management level to

functional level+ Power delegation is top to down approach that is used in organi1ations to allow

the lower level management to tae decisions+ (n (ndian culture is has $een seen that there are

still centrali1ed culture eists while western cultures are more different than the (ndian

management style+ They have adopted the decentrali1ed management style as it has $een noticed

that employees feel more comfort when they are delegated to tae decisions $y themselves+ 2ne

of the eample is 3nilever that is operational in all around the world with more than 455 $rands+

These 455 $rands were reduced from 6455 $rands in past few years+3nilever has differentiated it

self through its management style and highly diversified maret driven policies and strategies+

These strategies are always implemented after the careful analysis of the maret+ That is the

reason 3nilever has to adopt decentrali1ation+ *y this organi1ational structure every $rand has

now $ecome a separate $usiness entity for 3nilever+ 7*oone, 6889:

2$;ective of the article is to focus on a$ove mentioned M practices and to descri$e the

importance of these practices that how these practices can lead the (ndian $ased organi1ations

towards successful $usiness lie westerns+ When su$sidiaries are woring with (ndian

organi1ations this conflict is raised due to diversification of the management styles+ 2ne of the

reasons has $een given in the article that there is less research on the (ndian management culture+

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Management styles of the (ndian organi1ations are Scio-Cultural management style+ (n this style

management styles are directly impacted $y the society, culture, and personal relationships+

Second article is a$out The challenges of evolving and developing management (ndigenous

Theories and practices in


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important two prospects are the history and culture of China+ Their cultural and historical $ac

grounds are very famous all around the world+ They are considered to $e dynamic than the static+


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$e defined as, a worforce that consists of individuals who $ring different eperiences and

perspectives to the worplace that have distinctive needs, preferences, epectations, and

lifestyles+ Diversity management is creating the environment where people with different

$acgrounds contri$ute and participate for the common goal or o$;ective+ (n the organi1ational

contet, this common o$;ective may $y the mission of organi1ation+ Diversity also covers the

policy of e=ual employment opportunity 7))2:+

&oundations of diversity management

"oundations of worplace diversity need to incorporate with all the aspects of human resource

management+ These aspects can $e the planning, recruitment, selection, training development,

compensation $enefits and performance appraisal+ 2nce you have completed a ;o$

description for each role, this can then $e translated into a ;o$ advert for you to start

the recruitment process+ "or the recruitment process, you also need to definethe type of people

you wish to employ+/ 7Welfare, ?566:+ 2rgani1ations in the non-western culture need to show

their commitment to diversity and they should focus on flei$le woring conditions+ They should

allow the employees to $alance their wor and other responsi$ilities in the organi1ations+

There are two different types of management approaches that are nown as the organic and

mechanic management+ These management assumptions are applied in different cultures as they

are re=uired $y the society+ 7)lin, ?55: "rom the non-western culture, many (ndian

multinational companies have started their $usiness in the developed countries+ This raise

=uestions a$out which culture they follow in su$sidiaries in developed countries+ (ndian

management culture needs to change according to the multinational human resource

management practices+ This change may not have same affect on the su$sidiaries of (ndian

multinational companies located in developed countries $ecause of many cultural differences+

Crosscultural leadership styles

Different cross cultural leadership styles need to adopt according to the country re=uirements+

Cross cultural leadership is important $ecause leaders need to overcome the cross cultural issues+

They are re=uired to increase the intercommunication and interconnection in the companies+

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Leaders need to manage the diversity on the country level lie in (ndia and other non-western

countries+

Diverse wor$ groups

#egarding the wor place diversity it is said that training plays very important role in retaining

talent+ (t promotes the harmony, learn a$out values and improve the cross cultural

communication+ 7#+ B+ , ?554: < num$er of researches suggest that culturally diverse groups

may eperience their group outcomes more negatively than culturally homogenous groups+ (n the

culturally diverse companies or groups, there are a num$er of discriminatory practices and

treatments o$served i+e+ pre;udice against, unfavora$le perceptions of dissimilar others and error

in communications among the people on different levels+ (ndividuals and groups that is diverse

on demographic dimensions such as race, gender, age, education, tenure within an organi1ation

and functional $acground ehi$it lower satisfaction, higher a$senteeism and turnover+ Satisfied

worforce and their high performance are the two ma;or indicators of group effectiveness+

'elationship (etween diversity management and crosscultural leadership

Culture can $e seen as a system of thining and acting that is taught $y, and reinforced $y, a

group of people+ 7Stringer, ?558:+ Cross-cultural psychology attempts to understand how

individuals of different cultures interact with each other+


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LO )

The advantages*disadvantages of the application of $ey areas of Crosscultural +uman

'elations

"or any organi1ation it is said that human capital and worforce relationship are the $ac$one to

success+ 7Bancy #+ Locwood, ?554: (n cross cultural human relations, the communication is

$etween two or more sects in order to echange their ideas and emotions+ Cross culture shows a

main focus on =uality management in the organi1ations+ Cultural diversity is defined as the

spectrum of customs, mores, traditions, patterns, ha$its, and lifestyles ehi$ited or possessed $y

the totality of distinct cultural groups in a society+ 7Williams, ?566:+ &ere are the

advantages%disadvantages of the application of ey areas of cross cultural human relations+

Cultural nowledge

Cultural nowledge is $est essential when people are going to perform in different cultures+ They

should now the cultural differences among the eisting country and home country+ 'nowledge

management can wor as a catalyst through use of tools, resources and systemsE it can help ignite

creativity and innovation in the development of organi1ation product and services+ (nnovative

programs cultivate successful employees+/ 7!ary, ?565:+

%athering different cultures

!athering different culture in one place may have advantage that they can echange views, ideas,

thought so that it maes them to ad;ust with each other that help the cross culture people mingle+

*ut there may $e some distur$ance of thought $ecause of cross culture $ehavior+ The $ehavior of

people from different cultures may differ due to their education and eperiences as well as their

professional environment+

(


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-nter Culture awareness

The definition of critical cultural awareness emphasi1es the importance of individuals $eing

aware of their own ideology F political and%or religious F and the need to $e eplicit in oneAs

criteria of evaluating+ 7Gacson, ?56?:+ )very culture and every religion has its own traditions of

doing $usiness+


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communication capacity and practical efficiency+ The success of epatriate may $e verified from

the su$se=uent featuresI

Theoretically capa$le to wor

"lei$le to wor atmosphere

)ager forced to go a$road

)cellent capa$ility of interaction

-nternational "erformance Management

*usiness performance management encompasses all the processes, information, and systems

used $y managers to set strategy, develop plans, and monitor eecution, forecast performance+

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-ntercultural Communication

"or $etter epatriate performance, intercultural communication is also considered to $e very

important $ecause it maes one capa$le to grasp and understand foreign cultures, their particular

theory in perception, thining, feeling acting+

.tradition

)patriate as anyone who is living or woring in a country of which he or she is not a citi1en+

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LO 2

The lessons in Crosscultural Leadership practices in (oth #est and non#estern

contemporary wor$ situations

Successful leaders understand the nuances of communication and are a$le to alter their

communication style in order to meet the demands of specific situations+ 7Shri$erg, ?566:+

"ollowing are the lesions in cross cultural leadership practices in $oth west and non-western

contemporary wor situations+

Cultural stress- The training are re=uired to counter stress and to interpret situations+ Training

is a process $y meansof which individuals ac=uire the sills necessary to perform particular

tass+/ 7Dittmer, ?55@:+ The emigrants will have to understand the situations on their own and

then form perceptions+ The training should avoid any ind of stereotyping where trainees may $e

lead to $elieve certain things a$out any culture+ The culture may $roadly eplain value system of

a community or country $ut every individual is different+ So individuals with a pre-formed

notion a$out the culture will $e shoced to see people different from their $eliefs leading to lot of

confusion and stress+

Different aspects of time li$e punctualityF There are some cultures lie 3S< starting and

ending on time are very important in others lie South


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/ody language and greetings- The way emotions are epressed in the various cultures may

differ, for eample the face epressions and hand gestures may convey different meanings in

different culture+

Conclusions and recommendations

(t is concluded that how the organi1ations managed and controlled in the international level and

efficiently handling it human resources with various languages and different cultural values+ The

role of leadership in international human resource management is focused to review how the

organi1ations $ehave in some certain situation in the western and non-western countries+

Leadership is defined as the activity or action that leads a group of people $y esta$lishing clear

vision and transfers the information, nowledge and methods to understand that vision+/

Leadership is very essential for any organi1ation or group within the organi1ation and it holds

many responsi$ilities+ 7Daft, ?565:+

(t is recommended that the leaders need to focus on the si factors to direct the organi1ations

effectively and efficiently+ These si factors are the si1e, structure, host country demand,

operation modes, language and the national culture, control mechanism and geographical

dispersion+ These factors have impact on the functions internationally+ (M plays a vital

role in selecting and training people to shape up their minds for high productivity and output and

various leadership styles in contet of (M may adopt to regulate different ind of situations in

the organi1ations+ Training the gain in technology, that allows worers to show the maimum

performance to the current woring values+ Valuesare 76: concepts or beliefsthat 7?: pertain to

desira$le end states or $ehaviors that 7H: transcend specific situations, 7J: guide selection or

evaluation of $ehavior and events+/ 7G, ?566:

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References

A"e/ola0 1# A# 2,+*,3# In Global Business Management: A Cross-Cultural Perspective2p# ,-)3# 1ulishe" y Ashgate 1ulishing#

A4son0 5# A# 2,+*+3# In Best Practices in Planning and Performance Management2p#

,%3# 1ulishe" y 6ohn 7iley 8 Sons#

9oone0 1# :# 2*))'3# Discerning a key Cherecteristic of a urpeon style of

management0 *,+#

;ooper0 ;# 2,+*-3# In !rgani"ational and #ork Psychology: $opics in Applied

Psychology2p# *-&3# 1ulishe" y Routle"ge#

5a!t# 2,+*+3# Organi


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R#0 M# 2,+**3# In Managing Diversity in the Military: *esearch Perspectives2p# 44@ii3#

Transaction 1ulishers#

R#0 N# 2,++%3# #ork place diversity0 1g# '#

Sears0 S# ># 2,+*+3# In Construction Proect Management: A Practical Guide to %ield

2p# )3# 1ulishe" in 1ulishe" y 6ohn 7iley 8 Sons#

Shrierg0 A# 2,+**3# In Practicing 'eadership Principles and Applications2p# **'3#

1ulishe" y 6ohn 7iley an" Sons#

Stringer0 5# M# 2,++)3# In ./ Activities for (mproving Cross-cultural Communication

2p# i43# 1ulishe" y Nicholas 9realey 1ulishing#

Uani0 5# 2,+*,3# In )ospitality 0 $ourism )uman *elations Management in Africa

2p# *.&3# 1ulishe" y AuthorHouse#

7el!are# 2,+**3# In $he *etail )andbook2p# %+3# 1ulishe" y Eca"emy 1ress#

7erner0 S# 2,+*,3# In Managing )uman *esources in 1orth America: Current (ssues

2p# *(3# 1ulishe" y Routle"ge#

7illiams0 R# A# 2,+**3# In )ealthcare Disparities at the Crossroads ,ith )ealthcare

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International Human Resource Management 2