Leadership Direction and Employment Survey - Assignment Example

Please Refer to Assignment Criteria and the Uploaded Material Name Course Tutor Date Tutorial 9-Global Structure Activity 1 Issues that needs to be addressed in coordinating the hotels on a regional international basis The hotels ought to develop sources of energy that are renewable, such as biomass, wind, hydro, solar and ocean. The coordinators of hotels ought to put emphasis on geothermal energy. For instance, hotels should use solar energy for boiling water. Developments of energy sources that are renewable as well as energy efficiency are the main concern of hotels on a regional multinational basis. To that effect, they ought to accelerate the implementation of energy-efficiency initiatives. Nonetheless, transport and communication need to be addressed by the coordinators. A number of challenges and chances have been presented the liberalization of communication in the regional multinational hotels. In fact, the market’s smaller size has minimized the price of liberalization, particularly through economy of scales. Thereby, the management of the hotels needs to assess the information management role. This is due to the rapid growth of ICTs (Information and Communication Technology). Nevertheless, the hotels need to address policy regulation, design and implementation, so as to ensure that the hotel is capable of operating well to the region where it is situated. For example, the hotels need: to facilitate the effect of science and technology on their development; to address the value of culture; and to escalate public awareness through advertisement (Koivisto 1992, 73). The control mechanisms that can be put in place to ensure that businesses are operating well The management of the hotel should: act in interests of the hotel and in way that is characterized by fairness, articulacy, and accountability; assess and supervise the overall performance of management; implementation of policies, operating costs, and corporate plans; make sure that the hotels comply with the necessary codes of ethics, laws and regulations; ensure that the communication between hotels and shareholders is sufficient, accurate, and effective; implement a system that stabilizes and checks, and which apply to the management (where authority or power will be equally distributed) and the open and free process, which permits a consequential participation by external auditors who are independent; and regular assessment of the efficiency and performance of the entire management, as well as on individual basis (Koivisto 1992, 79). Feedback on workers performance basing on their cultural context Culture refers to accepted behaviours, suppositions, and morals that are successfully passed to new employees. Typically, culture will commence the moment a group of individuals are faced with challenges. Thus, the observation and interpretation of individuals to the surrounding business can result to a number of beliefs. For example, employees who identify themselves with the organization’s culture are expected to work harder for the corporate to be successful. If culture has been established, it can act as a tool for management as it will guide the behaviour of workers with no steady or unconcealed supervision. Thereby, managers ought to be careful while instilling organizational cultural values, especially the cultural extent will be strong. Activity 2 Company websites for three international companies International company1: Unilever Global Company Company’s website: www.uniliver.com Organization Structure: Executive directors Non executive directors Unilever Executive (UEX) Senior Corporate officers This structural design was chosen by the Unilever Global Company so as to distribute responsibilities. For instance, the senior corporate officers ensure that the Company’s board is availed with the required information. Idyllically, it is the duty of the UEX to manage loss and profit, as well as deliver growth. And finally, the Non-executive directors assist in the governance of the Unilever while the executive directors ought to encompass the executives of the Unilever (Unilever Global Company 2009). International company2: BP global Company’s website: www.bp.com Organization Structure: The BP Board Executive Management Management & Staff The BP global chose this structural design for it to strengthen its management. For instance, the unique role of the BP board is to represent and promote their shareholder’s interests. The responsibility of the Executive Management Team is to facilitate day-to-day running of the organization. Management and Staff are responsible for the good governance, which engrosses the lucidity of the duties and accountabilities, as well as proper usage of processes and skills that are distinct (BP global 2010). International company3: Shell Global Company’s website: www.shell.com Organization Structure: Chief Executive Officer Executive Directors Board of Directors Directors of functions and Businesses The Shell Global chose this structural design so as to have a unique style of leadership. For instance, the Royal Dutch Shell has Board of Directors (BODs), who are led by a Non-executive chair. This leadership strategy has made the Shell Global to focus on expansion and growth, as well as leverage their portfolio that is strong (Peter 2009). Activity 3 Case Study: Asea Brown Boveri-What went wrong? Question 1 The position of ABB (Area Brown Boveri) in the global-infrastructure industry is that it had a terrific growth, a highly complicated management, and a peculiar business structure. Nonetheless, it had a unique organizational system as well as a unique global-networking, which was on the basis of lateral communication athwart the global entities of the company. In the year 2007, the operations of ABB were in over hundred nations, and it had employed about 107 thousand individuals globally. Question 2 During the tenures of Dormann Jurgen and Barnevik Percy, the organizational structure as well as the control systems of ABB as per figure 1 was complex. For instance, the organizational model of Barnevik (1988-2001) aimed at: creating a global corporation that was powerful; designing and implanting a matrix-management structure; networking; and having a horizontal structure. On the other hand, the organizational model of Dormann (2002-2004) aimed at: validation; straightforwardness; avoiding non-core businesses; and saving money. A chart representing the strength and weaknesses of ABB Question 3 In order for ABB to be a key player in future, it ought to undertake specific strategies. Firstly, ABB ought to make significant alterations in the top management as well as in its structural design. Ideally, the company should conduct a thorough critique of its core-competencies and operations globally. This can be through being proactive in the regional expansion. And finally, its complicated organizational structure should be redesigned on the basis of expansion, rationalization, and performance. Question 4 In its earlier growth and expansion globally, Area Brown Boveri was entrepreneurial and highly pragmatic. Basing on its operations globally and organizational structure, ABB ought to conform to global competition and the marketplace. Besides, its global structural design has enabled ABB to fit into the environment that is constantly changing. Thus, if ABB follows its newly developed strategy, it can sustain worldwide expansion. Bibliography BP global. 2010. The BP Board and Executive Management. http://www.bp.com (accessed on May 4, 2010) Koivisto, J. 1992. Japaneses and Duality Management. Group Essec Peter, V. 2009. Leadership: Dutch Shell plc. http://www.shell.com (accessed May 3, 2010) Unilever Global Company. 2009. Company Structure. http//:www.uniliver.com (accessed May 4, 2010) Tutorial 10: International HRM Activity 1 The success of training the staff of Around the World Hotels at Beijing Businessville Hotel If the staffs of Around the World Hotels are trained at Beijing Businessville Hotel they will: be capable of being consistent, serious, and participate in attaining expectations that are well defined; understand the hospital’s beliefs, mission, and principles; be ethnically appropriate and responsive; and understand life skills. In fact, staff training will bring them together and closer because each employee will be able to discuss his/her experiences with regards to the training, as well as understand strategies that have been employed by other individual in overcoming a probable problem. Furthermore, staff training enables them to express their personal concerns as well as share the experiences in their role of a trainer. In some cases, a trainer will chair a discussion whereby the hotel’s good and bad aspects will be collated onto flip-chart papers. As a result, a baseline which encompasses the avoidable aspects and the desirable aspects will be provided to the trainee, who in this case, is the staff. Also, training enables the staff to understand how to utilize the aspects of good practice (Virginia and David 2001, 23). Why training of the staff of Around the World Hotels at Beijing Businessville Hotel can be unsuccessful Cultural diversity and language is an essential part of staff training. The culture and language of Beijing Businessville Hotel is different from the one in Around the World Hotels, thus, the training of the staff can be unsuccessful because the trainees from the Around the World Hotels will experience difficult to operate in the Beijing Businessville Hotel, which is their host environment. Moreover, the trainees will spend more time in language preparation, as well as incorporating cultural experience. This can result to conflicts, which will eventually hinder the staff (trainees) to work efficiently and attain their goals. Indeed, conflict as a unit that is cohesive can make the staff to be frustrated, and therefore decrease their productivity (Stopford and Wells 2002, 29). Strategies that can be employed to train the staff internationally The strategy should not be lecture-based (traditional), but a training that is instructor-centred, whereby the format of learning is multi-sensory, active, and participant-centred. Typically, this instructor-centred training will escalate learners’ ability to acquire skills and knowledge. For Around the World Hotels to attain the expected results, the following can be encompassed in their strategies: Soaring recall and retention; enhancing comprehension; shortening training cycles; escalating the application of knowledge; and re-energizing their training staff. The strategies include: showing training staff how to conquer learning-barriers; putting the training staff in a state that is resourceful, and allowing the suggestion power to set the success stage; teaching the training staff the ways of orchestrating a training environment that is dynamic; program structuring, sequencing and selecting activities so as to enable the training staff go through the training phases; and showing the training staff the manner of facilitating information transfer to the long-term memory, so as to enable the training staff to permanently access it when they resume their work (Chase 2003, 14). Activity 2 Why misunderstanding is likely to occur when an organization undertakes International Human Resource activities A vital component of a corporate competitive policy is undertaking Multinational Human Resource activities, which ought to be regarded and central as well as be incorporated into the strategic plans of the corporate. However, a misunderstanding can occur because of bad relationship amid the managers and their employees with regard to issues that are collective, and which correlate to the activities of the Human Resource. In view of the fact that there are changes in the work complexity and the dynamic environment, managers will assume direct-control on the basis of supervision, rules, regulations, stiff systems and processes, which will eventually be inefficient and thus, create a misunderstanding. Also, when alterations occurs in the activities of the human resource, if staff is not assisted to shift from familiar behaviour to new habits, they will linger to their familiar routines longer and this will create a misunderstanding. Nonetheless, the staff can perceive change as a danger to their ranks that are of comfort and stable. As a result, they will not be confident with the material that is new and therefore, not willing to alter their own habits. This will result to misunderstanding and the organization will be incapable of implementing change and attaining success (American International University 2009, 114). Activity 3 Case Study: Fred Bailey in Japan-An Innocent Abroad Question 1 In view of the fact that the children have adapted to new life, all the expenses were being paid by the company, and their house in Bolton was being rented in their absence, Fred should try to convince Jenny the need to continue staying and wind up the assignment. Nonetheless, this career opportunity was just marvellous as their standard of living had improved and was terrific. Question 2 If Fred is offered the Job in Tokyo, he should at first have separate meetings with Japanese staff alone, and the American staff alone before having a general meeting. This will enable him understand what is exactly going on in the company, and have an idea of the responsibility of the staff and how they are expected to fit into his plan. Moreover, Fred should appoint a team leader for the Japanese staff and a team leader for the American staff, so as to avoid getting vague answers and a mixture of reactions. These duties should be carried out by both the team leaders as well as by Fred himself. Bibliography American International University. 2009. Management. http://www.megsgroup.com/Richmond_Brochure.htm (accessed May 5, 2010) Chase, W. 2003. Training for Excellence. http://www.wetrain.biz/Train_the_Trainer.pdf (accessed on May 4, 2010) Stopford, J., and L. Wells. 2002. Managing the International. London: Longmans Virginia, B., and T. David. 2001. Bulding a Culture of Care: Best Friends Staff. http://www.bestfriendapproach.com (accessed May 4, 2010) Tutorial 11: Expatriate Management Activity 1 An information sheet-Training the new manager of Beijing Businessville Hotel 1. Aspects of Chinese life and culture, which are different from those in Australia In relation to painting, there is a difference between the contemporary paintings of Chinese and Australia, mainly because of funding by the federal government. The art in Australia is mainly political, while the Chinese art suffers a division between arts that are funded by government and private-art market. Furthermore, movies in Chinese are concerned with an aesthetic that is emotional than with a story that is complicated, or which develops a character. On the other hand, a political philosophy, which overrides an aesthetic that is emotional, dominates Australian movies. In education, classrooms in Australia are student focussed while those in Chinese are teacher focussed. That is, in China, a teacher stands in front of learners while teaching and students listening. In Australia, teachers are not usually caught up in the teaching activity; they simply develop skills to be done by students, i.e. the teacher is deemed to be a facilitator. The Chinese citizens are respectful with a desire of being taught by an instructor who is professional. But in Australia, parents usually teach their children to do things, because of their unique attitude of being right, even whether they have no idea of doing something. In view of the fact that the population of Australia encompasses migrants and their descendants, they do not have large extended families as in China. Basing on the attitude to their country’s history, a positive perception of history is normally taken by the Chinese because their key objective is social-harmony. On the other hand, a black-arm ban approach that is used by the Australians shoots from culture conflicts amid various groups of individuals in Australia, who hate one another. Typically, words, such as ‘we’ are used by the black-armbanders to mean them. Nonetheless, the Chinese citizens are proud of their hospitality, which articulates itself in various aspects of Chinese life. The Australia citizens are doubtful of strangers. Normally, Chinese shows considerations to both the associates and friends but it is unlikely for Australians to consider others. The manner of consuming alcohol is different in Australia and China. In China, men are allowed to skull the booze for them to get drunk quickly, while in Australia, those who are only allowed to skull the booze are university students (Reynolds 1996, 147). 2. What the company can do to ensure that the new manager makes a successful transition For the new manager to make a transition that is successful, the company ought to encourage the new manager to be absolutely critical as the company transforms to new procedures of publishing and authorizing. This is because the new manager will came with processes that are new. Thus, for successful and smooth transition, the company should guarantee that the following actions are taken by the new manager: demonstrating the importance of organizational change to the management (both upper and those in the trenches); ensuring that those working in the processes that are new understand the new techniques and tools by providing transfer of knowledge/training; and knowing the discrepancies amid members of the staff, who are capable of introducing legitimate concerns with the workflow that is new, and staff members, who are recalcitrant simply to sustain the rank quo. 3. The training that need to be supplied The training that is needed should include the following: the required instruction/facilitation of the managers training should be within his/her area of specialization; the training should ensure that the manager’s areas of specialization meets the present regulatory requirements of the organization; the training curriculum should meet the standards of the company; it should act as a point-of-contact amid the manager’s area of specialization and the company; and should involve collaboration and preparation between the administrative support-staff of the manager and the training team (Anne and Joris 2003, 16). Activity 2: Global HRM (Video 6) Factors that might have contributed to Global HRM The human resource management has been greatly impacted by globalization of businesses. Human Resource Management refers to organizational activities that utilize human resources efficiently (Phillippe 2003, 17). These activities might have had a contribution to Global HRM and they include: labour relations; human resource planning; benefits/compensation; education/training; staffing; and performance management. This is because as these activities spread across various nations, the organization is likely to go global or multinational. Moreover, Global HRM may be contributed by concerns by multinational nations which are correlated with the human resource management. These concerns include: governmental relations; multinational taxation; managerial services for émigré; and multinational relocation. Usually, émigré will be subjected to domestic tax as well as multinational tax liabilities. For instance, when an organization is in its early stages of going multinational, its functions of the HRM can be dealt with without extra burden to HRM department. This will result to Global HRM because the organization will have attained the stage of internationalization. What the company can do to prepare someone for the overseas assignment Global HRM means that an escalating number of employees will be sent for the overseas assignment. It is a challenging task for the management of the company to select, appoint, and support managers for the assignment overseas. Thus, as Hixon (1986, 113) puts it, it is the duty of the company to do the following before sending an employee overseas for an assignment: Define the individual requisites and qualities for the job It vital for the company to have a clear view of the individual qualities, skills, and experience; the selection procedure ought to focus on both technical competence and individual characteristics. To appoint someone for an overseas assignment, the following should also be considered: knowledge of languages; multinational experience; job qualification, experience, and seniority; and motivational factors. Be aware of individual rights and the organization overseas Plan ahead Devise a training programme that is appropriate Support the employee overseas, and Plan for repatriation What the company can do with an employee from overseas The company can use their employees from overseas in a number of ways, such as: to perform those jobs that require specialist skills, such as language or technological skills, which are lacking in the company; to fill the shortage-occupations, i.e. the vacancies whose applicants are not enough; to introduce new concepts in the organization on the basis of their developmental assignments overseas; to perform jobs that that are deemed to be complicate and which would have required an expensive expatriate if employed; and to fill short-term vacancies that require a pre-existing set of skills (Hixon 1986, 119). Activity 3 Case study: Avon in Global Markets in 2007-Managing and Developing a Global workforce Question 1 The major strength of Avon in the global market has been direct selling through web-based stores, catalogs, and mall-kiosks. The main representatives of Avon are the sales-individuals and Avon’s workforce, whose job becomes more complex with diverse markets, as well as door to door selling. Multinational cadre development in new markets can be a task that is daunting for Avon, but it leads to management that is effective. Thus, the work-force needs to be trained so as to be able to operate in multinational business. Question 3 In order for Avon to tackle its global expansion in future, so as to retain and hire the best work-force in the global market, the training and cross cultural practises that can be recommended will encompass running on-the-job training/seminars, as well as running leadership programs. This will enable the company to sustain standards that are high, specifically in areas that are capable of affecting future retention and workforce productivity, such as workforce environment, compensation, expatriate development, and tassel benefits. Idyllically, the training will help Avon to sustain its core values and morals, such as honesty, trust, modesty, respect, and faith. Question 5 Information Technology has a major role to play in Avon’s market. For instance, IT provides a sales network that is well established, which includes mail, websites, fax, retail outlets and phones. Nevertheless, Information technology provides a worldwide internet platform. If the representatives of Amazon are trained, the company will be able to attain its vision, which is, “To be the company that understands and satisfies the product, service and self-fulfilment needs of women globally.” Thus, training Avon’s multinational representatives will enable it to go a step ahead and access the representatives via the net, and also make the company to have a competitive advantage. Question 6 There are Avon’s prospects in India because India has a larger population and has also sustained a middle class that is well-educated. This is a prerequisite for Avon’s industry of cosmetics/toiletries. More so, Avon will be capable of adapting its corporate model due to considerations by the Indians, as well as the supply chains. As a result, the market share and the workforce of Amazon will be expanded. Bibliography Anne, W., and R. Joris. 2003. Multinational Human Resource Management. Sage Publications Hixon, A. 1986. Why Organizations Make Decisions: Overseas Staffing. London Phillippe, L. 2003. Global Strategic Management. McMillan: Palgrave Reynolds, C. 1996. Handbook: Human Resource Management. 2nd Ed. McGraw-Hill Tutorial 12: Motivating & Leading across Cultures Activity 1 Various Leadership Styles that a manager can use and their effect on staff There are various ways a manager can use to lead. Each manager has his/her own style of leading. The common leadership styles include: laissez-faire; autocratic; democratic; and bureaucratic. Autocratic leadership is a style of leadership that is classical and whereby the manager: seeks to come up with many decisions; seeks to control and authorise decision making; and seeks to keep accountability other than utilize delegation. The effect of Autocratic leadership to the staff is that it has: minimized their stress due to escalated control; improved their logistics of operations; and made them to depend on their manager Democratic leadership is a kind of leadership that promotes continual consultation, responsibility sharing, and the use of delegation. In this leadership stay, the manager will: seek consultation on key decisions and concerns; effectively delegate duties to sub-ordinates and offer them full accountability and control; welcomes any feedback in relation to work; and encourages other employees to become responsible leaders. The effect of democratic leadership to the staff is that: they develop a constructive environment; they become creative in their thoughts; it reduces friction and politics in their offices; and reduces their turnover. Bureaucratic leadership is style of leadership that ensures that measures and rules are consistently and correctly followed by the workers. In this leadership: employees are expected to display a business-like and formal outlook amid each other and in the office; managers have authority; and employees are compensated for their capability of enduring rules and following procedures idyllically. The effect of Bureaucratic leadership to the staff is that it increases their quality of work, safety, and makes them to lack self-fulfilment and creativity. The laissez-faire/hand-off is a style of leadership whereby little direction is provided by the manager and employees are given much freedom. The effect of this leadership to the staff is that to makes them to feel insecure because their manager is not available, as well as makes them to be proud of their work (Peter and Denice 1999, 7). The method a manager can use to uncover the cause of staff complaints The manager should start by analyzing the needs of the business and pin-point how he/she can assist its staff to attain the strategic intention of the organization. The operating belief of a manager should be on the basis that the staffs are at the highest productivity level, if they can work with behaviours and skills that are right, and employ techniques and processes that are best, with levels of staffing on the basis of work requirements. Nonetheless, the manager should distribute the workload, then replace, retrain, and recreate the organizational culture (Leadership Direction and Employment Survey 2003, 13). Also, for the manager to be able to uncover what is going on in the organization and which he/she is not aware, he/she ought to employ structured discussions, which can be in form of interviews. Interviews can make the organization to be more productive because all organizational areas will be impacted by their contribution to minimize employee turnover and thus, escalate employee retention. This will enable the manager to focus on the future of the organization. More so, structured interviews will enable the manager to be aware of the issues that cause staff complaints, as well as make employees to depart the organization (Pinney 2002, 32). The motivation strategy to be employed to get the house keeping staff to be interested in improving the standard The house keeping staff should aim at attaining optimal profit, productivity, and performance standards by employing effective usage of their stock, as well as effective application of techniques that are proprietary, and which will assist the workload to the levels of workforce. Furthermore, the house keeping staff should design a complimentary whitepaper, so as to assist them assess the skill levels in their organization, as well as to assist them in their day to day working. By frequently involving themselves in structural discussions, the house keeping staff will be interested in improving standard because the benefits of structural design include: reducing expenses of staff re-training and recruitment; saves time and money on probable productivity losses; minimizes the risk of litigation; and quantifies measurement systems (Rosenzweig 1994, 322). Activity 2a Revision Crossword The Crossword will be revised Activity 2b Exam revision-time to ask questions regarding course topic/content In exam revision, the student will ask queries regarding the course content/topic Activity 3 Case study: ‘Sir Richard Branson-Global Leader in 2007: Planes, Trains, Resorts and Space Travel Question 1 The vital components of Sir Branson’s style of leadership are on the basis of visionary attitude, creative thinking, and sound judgement. Sir Branson has a visionary attitude and a global breadth is encompassed in his vision because he seals a number deals, so as to expand the global presence of virgin. Furthermore, Sir Branson is committed to the world. He has continued to lead as well as inspire Virgin, and this has made the company to be among the top worldwide brands. More so, he employs honesty and common sense in his style of leadership. Thus, he is alluring and flamboyant. Question 2 Under Sir Branson’s leadership, a company in worldwide markets is capable of transforming. This is because Sir Branson is a tough negotiator and an efficient leader. In view of the fact that he is a diligent worker and a team builder, Branson has transformed Virgin into a top-brand in Europe. In overall, one can agree with Branson’s strategy because on many instances, he had successfully instigated new undertakings from scratch, and successfully built them into entities that are large and profitable. Question 3 In my opinion, the pledge by Sir Richard Branson towards the renewable sources of energy cannot be deemed as charity alone, but as a way of saving energy and protecting the environment. To that effect, Sir Branson pledges that if companies accelerate the implementation of energy-efficiency initiatives, they are likely to be successful. Bibliography Leadership Direction and Employment Survey. 2003. Quantum Market & LMA Research. Peter, J., and E. Denice. 1999. Multinational Human Resource Management. South Western Publishing Pinney, D. 2002. Structuring an Émigré: Tax Reimbursement Program. London: Personnel Administrator Rosenzweig, N. 1994. Human Resource Management Practices: Influences in international corporations. International Business Studies Journal 50 (1): 321-324 Read More