Building Effective Networks - Assignment Example

 Building Effective Networks Purpose: The paper explores the various forms and patterns of networks that exert great influence on one’s social, organizational, professional and personal life. The paper also tries to unearth the various issues associated with building effective networks. Design/Methodology/Approach: The researcher has employed a qualitative research analysis as to how globalization has facilitated the growth of effective social, professional and organizational networks. The paper seeks to draw conclusions from the large number of literature reviewed regarding gender-and ethnic-based networks, the success stories of networks by the Japanese Keiretsus and Korean Chaebols, international cooperative agreements, regional and economic integration, new organizational forms and structures, international collaboration and uncommon associations. Findings: The findings of the study reveal that the various “forms and patterns of networks and their impact on societal and organizational functioning” have enhanced the role played by various networks in today’s world (Tung, 2002, p. 99). Research limitations: The paper lacks primary research outcomes and it heavily draws on literature review to draw conclusions. Practical Implications: The practical implications of the study point out that no world nations can escape itself from the spread and influence of global networks. Similarly, nations that fail to implement or be part of effective organizational and social networks are most likely to lag behind in terms of economic and organizational growth and development. Value to the Reader: The paper offers a number of useful insights to the reader. The reader gets a thorough understanding as to how organizational functioning and behaviour are being influenced by global or international networks. Networks also act as effective means in determining organizational change. Globalization has facilitated collaboration between various networks and multinational organizations can benefit the most out of global patterns of networks. However, one should also be aware of the dark sides of networks as they have the potential cause destruction and disruptions. Similarly, the success of effective networks calls for the need to have effective global strategies and trans-national collaborations. Mendenhall, M.E., Black, J.S., Jensen, R.J & Gregerson, H.B. (2003). Seeing the Elephant: Human Resource Management Challenges in the Age of Globalization. Organizational Dynamics, 32(3), 19-31. Purpose: The paper seeks to explore the challenges faced by human resource management personnel and it also evaluates the role of developing global competencies in the management field Design/Methodology/Approach: The methodology for the study was consisted of interviews and surveys. The researchers “interviewed HR executives from over 30 companies and collected surveys from executives attending several sessions at the University of Michigan Senior Human Resource Executive Program” (Mendenhall, Black, Jensen, & Gregerson, 2003, p. 20). Findings: The findings of the study show that the first and foremost challenge in the global human resource management is the implementation of global strategies and the development of global management capabilities and competencies among the staff. The research also showed a shortage of managerial staff with sufficient exposure to international assignments. It is also important to design and lead organizational change that best suits the changing global need and organizational priorities. Research limitations: The research limitations include the researchers’ inability to include the percentage and priority list of the problems faced by the managerial staff in coping up with the organizational change brought out by globalization. Practical Implications: The practical implications of the study call for the need to develop “executives and managers with global mindsets, global competencies, global experience to develop and implement global strategic initiatives” (Mendenhall et al, 2003, p. 29). The domestic and ethnocentric managers are to be transformed into global managers. Expatriate assignments play a pivotal role in developing global leadership skills. Value to the Reader: The article is of great assistance to the reader in understanding the importance of developing global leadership, global strategies and global competencies in the management field. It is important for corporate and multinational companies to implement effective strategic planning and to implement competent global initiatives in the modern organizational setting. Top managerial personnel should realise the fat that managerial performance necessitates a clear cut understanding of global corporate culture and values. Similarly, it is important that organizations train their employees and managerial staffs in meeting global standards and to train them with the necessary skills in global leadership. It is therefore imperatives that organizations and companies provide their employees with sufficient exposure to international assignments through expatriate assignments. Tung, R. L. (Winter 1993). Managing Cross-National and Intra-National Diversity. Human Resource Management, 32(4), 461-477. Purpose: Managing diversity has become a serious issue in the highly global world and the paper seeks to explore the various factors and processes associated with managing diversity in cross-national and intra-national contexts Design/Methodology/Approach: The paper seeks to draw conclusions from a qualitative research analysis that makes use of a large variety of literature highlighting the similarities and differences in managing cross-national and intra-national diversity. Findings: The findings of the study show that there exist both similar and dissimilar patterns in managing cross-national and intra-national diversity. While one can notice considerable similarities with regard to acculturation process and the styles and patterns of communication, there are differences with regard to the legislation, magnitude, and time horizon employed by individual nations. Research limitations: No primary researches have been undertaken by the researcher and the conclusions are drawn out of the literature reviewed on the various aspects of the issue. The paper lacks authentic and primary case studies to highlight cross-national and intra-national diversities in multicultural organizational setting. Practical Implications: The paper offers a large variety of practical implications for human resource management. The paper calls for the need to develop competent training programs to manage cross-national and intra-national diversity. For this, there should be a conducive environmental setting that promotes diversity, differences and ensures communication competence among employees who belong to various cultures. Value to the Reader: The paper provides the reader a clear cut understanding of the various similarities and differences involved in the process of managing cross-national and intra-national diversity. The paper calls for the need to develop competent training programs to manage cross-national and intra-national diversity and this involves such factors as ‘the areas of selection and managing the interaction between members of diverse cultural background’, preventing racial discrimination and prejudice in the workplace, and developing communication competence (Tung, 1993, p. 475). The paper also throws light on genderlect and cross-national Communication Patterns and various models of cross-cultural communication, an understanding of which is an essential prerequisite for promoting cross-cultural communication and cross-cultural diversity. References Mendenhall, M.E., Black, J.S., Jensen, R.J & Gregerson, H.B. (2003). Seeing the Elephant: Human Resource Management Challenges in the Age of Globalization. Organizational Dynamics, 32(3), 19-31. Tung, R. L. (June 2002). Building effective networks. Journal of Management Inquiry, 11(2), 94-101. Tung, R. L. (Winter 1993). Managing Cross-National and Intra-National Diversity. Human Resource Management, 32(4), 461-477. Read More