Professional Documents
Culture Documents
Resource Support
I thank
Nov 2010 Jan 2011
Dr. A.K Sinha, Dean IILM Dr. Sanjay, Ms. Sonika and Ms. Shalini Management of IILM, Academic department, library, computer lab and colleague faculties : For extending support, constructive criticism & numerous discussions, in structuring our Module, presentations etc.
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Session aims
Introduce the module learning activities and assessments expectations Outline the assessment requirements Understand Cross Cultural Management
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Introduction of Facilitator Introduction of Students Teaching methodology and style Best practices on learning Participation Do the reading! Learn collaboratively Lateness!
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Session Plan
Session Plan
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Content
INTRODUCTION TO MANAGEMENT IN GLOBAL ORGANIZATIONS: MEANING AND CONCEPT OF CULTURE DIMENSIONS, CHARACTERISTICS AND ELEMENTS; HUMAN AND CULTURAL VARIABLES OF ORGANIZATION; 5. MODELS AND ATTITUDINAL DIMENSIONS 6. CULTURE DIVERSITY 7. CROSS CULTURAL COMMUNICATION AND NEGOTIATIONS, 8. INTERNATIONAL COMPENSATION ISSUES 9. LEADERSHIP 10. CROSS CULTURAL TRAINING (CCT) AND DEVELOPMENT OF INTERNATIONAL STAFF 11. MANAGING GLOBAL STAFF: RECRUITMENT, SELECTION CRITERIA AND ISSUES 12. TEAM DEVELOPMENT AND CO-OPERATION 13. EXPATRIATE ISSUES IN GLOBAL CONTEXT 14. REPATRIATE ISSUES IN GLOBAL CONTEXT 15. ISSUES AND CHALLENGES IN GLOBAL PERSPECTIVE 1. 2. 3. 4.
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Lecture two way learning process Allotment of Countries for country specific cultural inputs Paired student presentations Question bank 2000 word report Mid Term Exam End Term Exam
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Assessment
Internal 40% Class Participation (5) Assignment ( Physical Presence, Mental Presence, Participation, Presentation + 2000 word report 5) Mid Term ( 10)
Examination 60% (30 Marks) Question bank 3 questions including one compulsory case study 1 questions from each units (with option to attempt one)
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Assignment Presentations
Making of Groups (2 members each). Assignment presentations in each class (10 minutes). Class Representative to give schedule of presentation. Ideally presentations should start from session 4 onwards
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Defining HRM Bratton and Gold 1999 That part of management that specialises in the management of people in work organisations Employees are critical to achieving sustainable competitive advantage HR practices need to be incorporated with the corporate strategy HR specialists help organisational controllers to meet both equity and efficiency objectives
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Brain Teaser
What do you think may be the main similarities and differences between domestic and international HRM?
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Increased interdependence between national economies and markets Increased development of global or worldwide activities Extension of your consideration of Management theory and practice into international and cross-cultural dimensions
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What is IHRM?
The worldwide management of human resources (Brewster et al, 2002) The purpose of IHRM is to enable the firm, the MNE to be successful globally. This entails: Being competitive throughout the world Efficient Locally responsive Flexible and adaptable within short time periods Capable of transferring knowledge and learning across globally dispersed units
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Complexity involved in operating in different countries and employing different national categories of employee
Dowling and Welch(2004) page 12
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Drivers of Globalization
Developing economies with huge markets Move to low wage and low cost countries Changing demographics Declaration of Regional Trading Blocks Declining trade and investment barriers Technology shrinking the world
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Effects of Globalization Globalization and management Globalization and jobs Globalization and wages Globalization and child labor Globalization and women
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Phases in Internationalisation/cont
Multinationalism: Aims to disseminate corporate values throughout the corporation. Managers are sourced from any country in which the corporation operates with an emphasis on career development within the corporation. The aim is to promote competitiveness through high sales and low costs. Globalisation: Aims to enable staff to combine corporate knowledge with local expertise, thus enabling the corporation to benefit from global integration and local responsiveness. The approach is characterised by forums designed to facilitate the transmission and exchange of knowledge on a global scale by building on practices developed during the international and multinational phases of development.
Thank you
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