Requirements of International Business Management in Human Resources Professionals - Term Paper Example

?Organizational Behavior: Topic on the Central Requirements of International Business Management in Human Resources Professionals To begin with, the business environment has seen progress made in different quarters for a long time now. The manufacturing and non-manufacturing sectors have contributed in a positive fashion as concerns to the development of the business activities, tasks and processes on a continuous basis (Solomon, 1994). As far as the definition of “training” and “staff development” are concerned – the former focuses on imparting quality education, coaching and mentoring to address pertinent issues which could work in a significant fashion towards the fulfillment of international business management. On the other hand, “staff development” is enhancing the staff regimes and mannerisms in such a manner so as to look after their personal needs within the professional domains. It also takes into consideration the promotions, bonuses, increase in salaries over a period of time in relation with employees’ job focus (Quinn, 1998). On the same token, training and staff development within the ranks of the international business management hold a great deal of significance as they bolster the identity of the organization in terms of their employees and raises their commitment levels, in line with the changing times as well as industrial competition which is happening at a cut throat pace. The significance is all the more pertinent within the governmental ranks as the state machinery is responsible for the international business management affairs and without them at the helm, organizations would come to a halt which is simply unacceptable (Gerber, 2000). As far as analyzing the future training needs, one must understand what exactly the organization is going through in the short term regimes. It does not mean that the long term organizational objectives are not considered. The same are taken care of yet for understanding the pertinent training needs, the future could be put on hold for a period of time. The future training needs could be ascertained from the feedback that is received from the employees as well as the top management who considers the same to be imparted on towards the respective employees in a timely manner (Sims, 2002). The resources for these training needs have to be brought into play as well so that a complete mesh of these activities could be had within the related scheme of organizational domains. When one concerns his own self with an office setting, there would be a few instances when it is best to choose different people for the various jobs that are assigned in the working environment. This holds true for the rationale that a single person cannot and will not be able to do his work as well as the additional burden that is thrust upon him with zeal and enthusiasm. Hence one should believe that the need of the hour is to understand that employees and workers need a manager to comprehend their shortcomings in the field of work and thus be assigned tasks and responsibilities in line with the same. The need for recruiting able and established staff is very much there since every organization or company for that matter wants to achieve efficiency and effectiveness when it comes to getting the things done in a quick manner (Cooper, 2004). Knowledge base within any organization is equally significant. The management aspect of the organization stems from the fact that its knowledge base is intact and knows what is required of it. This knowledge base has the role of continuously improving the systems and working methodologies. It also has the best available middle management employees who know the technical basis of running the organization and whose potential can largely benefit the sound workings of the company. Thus it is very important to understand that an organization which is willing to place the knowledge base at level with the top management when it comes to calling the shots (taking the decisions), is willing to experiment in a very proactive manner; one that can reap rich dividends in the near future. Learning within an organization can also be an intrinsic entity when there are special trainings and in house courses and seminars for the employees and stakeholders. By this process, these people come to know of the industry norms and what new activities are taking place in the world of relevant business paradigms. Also it helps to improve the understanding and knowledge levels of these people who are tied in closely with the very organization in the first place. The current needs in the training regimes of an organization require of the employees to get themselves acquainted with the ever changing role of Information Technology within the business quarters as well as to learn for their own betterment the different mechanisms through which they can make use of the business processes and management activities in a steady and quick manner. This means that they must align themselves with the advanced technological applications and that too in a quick way because the corporate world of present times is on the move. Thus the training needs are very much required within any organization since the same would ensure that all the employees understand what they are doing and there are as such no hiccups in the office place so to speak. More than anything else, the workers must know what the end goal for the business is like and on what parameters success is measured as far as the top management of the organization is concerned. There must be unison in their working mechanisms so that they are all on the same wavelength no matter how trying or tough the circumstances turn out to be. One of the most essential training programs is to make sure that all the employees learn to make use of the Information Technology tools and methodologies that are in line with the present day regimes. This would guarantee them success right away since they would all be on the same level as far as understanding of the IT world is concerned (Randall, 1992). Concerning specifically on the sub segments present within the training and staffing ranks, one finds that the two work in unison with each other towards the successful completion of HR duties (Ward, 2004). Within the domains of the international business management, cultural diversity within both the training and staffing regimes could be pinpointed in the area of managing these people well with the help of a manager who not only takes care of them but also acts as a person who is professional and knows how to get work done from his specialists, technicians and other sub-ordinates present at various levels within the very company (Moore, 2007). One needs to keep in mind that the staff for the organization’s subsidiaries in different regions of the world recruits people who are locally trained and culturally aligned with the local nuances. This manager thus not only plans their work that they have to carry out within a specific period of time but also organizes their routines, looks after them both from the organization and the human perspectives and not to forget his integration skills which are deemed so very necessary for involving people and their commitment towards their assigned tasks and jobs over a period of time. This can happen fairly adequately even though the subsidiaries are located in different localities of the world. Lastly, he also measures their performance that they have done over this time period (Cappelli, 1999). As far as the work environment of present times is related, this measurement tool goes against a number of managers as it is usually very difficult to get a hang of because employees feel that the managers were the one to guide them along and hence they should also be held accountable in cases of extreme failure where the burden only falls on the person who carried out a task or a job. This is pretty much true of the negative aspects related with managing people and treating them fairly. Locals from different offices located in distinctive regions of the world would report directly to these managers and this would have a proper linkage at hand, within the set domains of the international business management that can only be considered as a plus. Training can make a world of difference. This is so said because training polishes the ordinary employees and turns them into gems. It is essential so that they could explore their hidden potentials and contribute more and more towards the betterment of the international business management domains as well as their respective professional growth (Kraiger, 1997). When it comes to selecting able and qualified candidates for vacant positions, training has its due role since it can gauge which employees have it within them to make it big within the realms of the international business management realms and which employees will fall short of the expectations. Training can discern what shortcomings the potential employees might have within their ranks and what could be done to address the very same on the part of these institutions’ concerns (Grote, 2000). Training has a quintessential role at understanding the intricacies related with hiring individuals for vacant positions since diversity is pretty imminent to have when it comes to welcoming new people on board. Vacant positions require stiff selection procedures to be adopted for hiring the most apt and qualified individual and it would be only fitting to have proper training regimes in place so as to counter the threats involved with hiring unqualified or less educated individuals than the respective job position asks of. Training helps as it establishes a clear cut criterion for choosing the right people and rejecting individuals who do not meet the already laid down criteria for choosing employees. Thus training budgets must be elaborate enough to settle all shortcomings that might arise within the relevant basis of the organizational domains (Bertucci, 2006). It is necessary to note that it is essential that the employees are motivated back and forth so that their training needs are met in an adequate way. Also they must be told about the strengths of acquainting their own selves with training all this while so that they remain in the loop. Their confidence level must be increased so that their performance and commitment comes out apparently visible. They must be compensated for their interest that they show within the office domains and also given marks on exceeding performance expectations on their part. Thus it is quintessential that the elements outside of training are facilitated with the training regimes more and more and that there are no hindrances as such on the suggested levels (Bechet, 2000). Employees’ morale holds the key for the eventual decisions that are made for them when it comes to imparting training and the related facilities. There must be an effort to mobilize the employees more and more and seek from them a feedback mechanism so that their role comes out significantly well within the related context of training regimes. The role of leaders is thus a very significant one. It is pertinent that leaders do their bit at imparting the necessary training that the employees so dearly require. Thus it is essential that the training regimes are filled with people who can exert the much needed influence when it matters the most. Training must be cohesive enough to have a proper say within the working regimes of the employees. Leaders should act as team players and put the foot down when the going gets tough. Also the role of leaders within the training regimes or outside of it is one of a proactive nature since they have to remain on the move at all times and give their best when it comes to expectations attached with them. Also the involvement of all the employees is of significance since they have to bring in their input as far as the training methodologies are concerned and their feedback and response is an essential element in the whole understanding related with the training regimes. The organization must seek participation from one and all to benefit its own selves in the long run (Bishop, 1991). Within the same discussion, the recommendations for an organization to ensure that its employees are balanced when it comes to receiving equitable opportunities are to have performance measurement tools and regimes in place. What this does is to give a proper meaning to the way employees carry out their respective jobs and get paid in return. When we speak of the management training needs, we must make sure that they are being taught about the different software which keep a close look on the performance measurement aspects of the different employees and workers and this could include a number of different software as and when one goes on to research and eventually select them. It is the basic right of each and every employee to be given credit related with his work and thus all efforts need to be made in the wake of the very same (Wright, 2001). Equitable opportunities for promotions offer a chance to employees to remain abreast with the changing needs of the business as well as provide their best possible services towards the well being of the organization. This creates a sense of competition which is not only healthy but also good for both the parties. It is up to the management to decide as to how they develop mechanisms for having equitable opportunities within the realms of the organizations when it comes to giving promotions, bonuses and other incentives to their employees (Taylor, 1999). Thus it would be wise to suggest that equitable opportunities are significant when one speaks of employees’ promotions and their work related activities within the domains of any organization. The staffing issue gets its base from the fact that people work as a team rather than working alone yet they perform their own respective tasks and duties in their own capacities within the office environment for which there is no direct or indirect connection as concerns the groups and teams that they are working under from time to time. There needs to be a plan chalked out to review each and every sub-ordinate’s performance and then allot him the potential duties which may or may not be linked to their strengths over a given period of time. (Egan, 2001) Hence staff diversity certainly takes its roots from this scenario and employees feel somewhat at ease whilst carrying out their jobs and assigned tasks globally. The ramifications of the issue of diversifying work and making people accustomed to management tactics only helps the corporate ladder as much as the employees, specialists and top management themselves – no matter they are based at whichever region of the world, though falling under the public sector regimes. Thus a clear understanding has to be the guiding force to tell one and all in this situation as to the rationale behind doing the same. The end result is achieving success for this organization that they all strive to be a part of and not to forget their individual growth that will take them up the ladder of expansion and development over the years (Heninger, 1989). However, on the flip side of the coin, falling short of this diversification within the organization can have poor employee morale as well as a work ethic that does not support progress within the public sector company nor amongst the personnel present in different departments of the business and at the end of the day, everyone is on the losing end with no winners to take the center stage. Therefore, cultural diversity in work and its related fields is the order of the day and must be supported by the managers, top management and people who are in a position to bring about a change in the hierarchy of the business enterprise and its related departments. Analyzing further the sstaffing requirements, the role of women cannot be denied its due role within the related contexts. There should be equal opportunities for everyone within the subsidiaries located in different areas and regions of the world and hence women are being chosen more and more in the office places of present times so that they are given the much needed respect and encouragement that they rightly deserve. Surely this will be the norm in choosing proper staff within the international business management undertakings (Lee, 2004). Over the last 100 years or so, women have started to make their mark in every field they have entered into. This could comprise of art, science, music, entertainment, sports, government or any other one can think of. The negative aspects are also there when one discusses the issues and aspects of women recruited in these jobs and different forms of businesses (Fountaine, 2005). They have been, at times, subjected to inhuman practices and relationships that have been turned sour due to their good nature or non-complying attitudes (Gainey, 2000). Sexual harassment is also one of the few significant topics that come under discussion here and one needs to take this into perspective before allowing recruitment go-ahead with the people thus selected for the international subsidiaries of the multinational organization. This menace has been on the rise ever since women started to get jobs and work in an environment that was so very unique and different from their cozy ones at home, where they were not subjected to indifferent attitudes and dispositions (Tomei, 2003). In present times, this form of harassment has been entirely changed and distorted, giving way to more newer ones like putting more workload on females than their male counterparts as well as giving the former less salaries as compared to the men in the offices, having more for doing less. The top one of these aspects is the indiscriminate attitude of the staff towards the women working in the offices which has given birth to gender issues like the sexual harassment and racial vilification ones (Fink, 1992). As a summary of this discussion, the documentation of the role of training and staff development has been made from a number of different angles. The role of training regimes in the wake of growth as well as the matters related with staffing are some of the underlying concerns that the present day organization faces from time to time. How women could come within the fray is also documented elaborately as are their problems that they experience at the hands of elements which have hidden agendas behind their mischief. How training and staff development looks at creating possible opportunities for employees and the manner in which these opportunities lead towards successful completion of one’s tasks, processes and activities is summarized in the discussion held above (Lipiec, 2001). Bibliography Bechet, T., 2000. Developing Staffing Strategies That Work: Implementing Pragmatic, Nontraditional Approaches. Public Personnel Management, 29 Bertucci, G., 2006. Unlocking the Human Potential for Public Sector Performance. Public Personnel Management, 35 Bishop, T., 1991. Functional Requisites of Human Resources: Personnel Professionals' and Line Managers' Criteria for Effectiveness. Public Personnel Management, 20 Cappelli, P., 1999. Employment Practices and Business Strategy. Oxford University Press Cooper, C., 2004. Reinventing Human Resources Management: Challenges and New Directions. Routledge Egan, M., 2001. 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