Introduction to Global Business - Assignment Example

To manage the plant the CEO of the company feels that someone from top management from the headquarters Boston who needs to manage the integration of the site. Therefore the proposal is as follows First and foremost it is important to understand the culture of Malaysia so that the manger that comes from Boston can easily adapt to the culture and act accordingly. Malaysia is multi-cultural society making it easier for the manger to adapt the culture. In addition the proposed staffing model to be used in the new plant based outside Kula Lumpur is ethnocentric staffing model.

The CEO plans to send from its home country for the global operation which is emphasized by the particular staffing model also. With the implementation of this staffing model, the CEO would need to focus or monitor less and the candidates are often known at the headquarters of the company (Steers & Nardon, p. 277). The training and recruitment will be conducted in headquarters. Candidates will comprise mainly from Boston and few from Malaysia and the organization would seek candidates having an extrovert nature, flexible and able to adjust in every situation and having good knowledge about different culture.

But since the employees have no idea about the culture of Malaysian people and this might prove it to be difficult to adapt to the situation. Hence proper training is essential for effectiveness of the working of the plant in Kula Lumpur both for the top level management and also for the chosen employees. Assuming that the person selected is well adverse with technicality and the only thing required is training on adoption of new location. Cross culture training are required for the managers so that they adapt to the culture of the particular country.

An expert from Malaysia can be hired by the company to provide the manger with cross cultural training so that the expatriates experience fewer incidence of failure. Problem 2 Transferability of Practices: The Mazda Example Third Culture The modified version of management practice is termed as “third culture”. Usually companies tend to face difficulties in setting of plant internationally mainly in transferring management practice to different culture and this was seen in Mazda situation.

The American decided to work on for the Japanese and thus adopted a mix of both American and Japanese styles referred to as third culture. The case itself explains that the concept of “third culture” did work but at the same time it had to face many difficulties in the management practice. As stated in the case study the Japanese worked for United Auto makers and named it Mazda management. It used extensive testing methods to select their workers and adopted the system similar to that of Michigan plant.

As per the study of Fucinis, there were several areas in the transfer of management style. The employees quit the plant as they did not see any future prospect. The Japanese had all the powers and were dictating the decisions. However after much issue the problem was solved and the Japanese’s adopted a flexible management practice. Therefore it can be said that transfer of management practice should be adopted but both the nations entering the “third culture” should have an equal participation and power to make the concept work in a managerial practice.

Across Societies Transfer of managem