7OS05 Managing People in an International Context Assignment Help

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Assignment Task 1:  Understand how major strategic and contextual forces shape the management of people in international organisations 

 1.1 Analyse the different ways in which organisations operate and trade overseas 

• Exporting and Importing

Exporting is the process by which an exporter sells its products or services across borders from a foreign base. It is the most low-risk approach to expanding a company and does not require any type of foreign infrastructure. 

• Licensing and Franchising

A company provides a foreign business with the rights to manufacture and sell its products, thereby expanding without much investment. The company lends the privilege of using its brand and model to a foreign franchisee, which is also very common in the retail and food services sectors.

• Joint Ventures and Strategic Alliances

Companies can form strategic alliances, rather less formal than joint ventures, to collaborate internationally on a less integrated basis, particularly through the sharing of technology or market access.

• Foreign Direct Investment (FDI)

With FDI, a firm establishes wholly owned subsidiaries and branches abroad, and thus takes full control of its foreign operations but at greater cost and risk.  

• E-commerce and Digital Internationalization

Digital platforms enable firms to reach overseas customers with minimal geographical investment through online sales and direct websites.

• Outsourcing and Offshoring

The activities for building its products, outsourcing hires foreign companies to take charge of specific operations, whether manufacturing or servicing clients, reduces costs.  

• Global Distribution Centers

Having overseas strategic locations for distribution centres is a way to streamline the supply chain by reducing shipping costs and delivery time in targeted locations.

Each of these approaches varies in simplicity and investment. Choices are based on market potential, resources, and strategic goals.

1.2. Explain the different ways in which organisations expand their activities internationally. 

There are various reasons why organisations expand internationally. Some do so to gain access to new markets or get access to new resources, while others move to diversify operations. Some organisations expand through direct exportation, which simply means selling to the foreign market with minimal investments in overseas facilities. Others do this through licensing or franchising, where local partners distribute and produce their products in a manner that curtails the risks and costs of entering new markets. In other ways, firms would enter a foreign country through joint ventures or strategic alliances with foreign firms, sharing resources and expertise in reducing the barriers to entry. Others prefer direct investment in increasing control over operations through setting up foreign subsidiaries or acquiring local businesses. The advantages and disadvantages are realized based on the attainment of the desired objectives, availability of resources, and characteristics of the target market for each type of entry.

1.3 Review the major alternative international organisational forms and their consequences for the management of people

International forms of organisations differ from one another and thus carry different implications for dealing with people. Within MNCs, semi-autonomous subsidiaries in other countries give management room for maneuvering a lot of flexibility to adjust HR policies according to cultural and regulatory conditions but may nevertheless scatter corporate culture thin. On the other hand, global organisations tend to keep centralized systems and can thus enforce the same HR practices across regions while neglecting local needs. Transnational organisations combine local responsiveness with global integration, commonly embedding a tight, integrated culture but requiring high coordination. International divisions often separate foreign operations by keeping them straightforward, which might be easy to manage but may sometimes restrain cross-border synergy. Each form shapes management through balance between global alignment and responsiveness at the local level with an impact on leadership approaches, talent mobility, and employee engagement.

1.4 Discuss major contemporary ethical issues in the field of international management and employment. 

Modern-day international management and employment issues often describe labor practices, diversity, and accountability in terms of environmental responsibility. Multinational companies are increasingly under pressure to live up to the standards required of them with regard to fair wages and safe working conditions particularly in places where more limited labor protections are enacted. Ethical issues arise also in the diversity and inclusion aspects, as companies strive for fair treatment of the involved employees regardless of the cultural backgrounds often present a challenge: gender inequality, racial bias, and accessibility. Sustainability has finally emerged as a prime ethical concern because corporations should reduce their carbon footprint and avoid all that contributes to global climate change. It is not less difficult for the managers while bargaining such global issues between the profitability of an organisation and the ethics imposed by it.

Assignment Task 2: Understand how and why people management practice varies between different countries and regions across the world 

2.1  Compare the established political and legal systems in major global economies

Political and legal institutions in the world’s leading economic powers are quite distinctly different, reflecting uniquely complementary historical, cultural, and social situations. In the USA – a federal republic strongly focused on democratic principles – the laws’ principal source has been a system of checks and balances between the three separate branches of executive, legislative, and judicial authorities. The European Union, conversely, is a political and economic union where sovereignty lies with the member states that enjoy equally practiced policies in trade, human rights, and other regulatory standards. In China, what exists is a one-party socialist state with a propensity for control centralized; laws are promulgated by the Communist Party which exercises dominion over governance and management of the economy. Meanwhile, Japan is a constitutional monarchy with a parliament system. It is democratic in orientation and still has the traditional structures. Such distinctions in the form of governance shape every economy’s regulatory environment, business operations, and protection of property rights, thereby influencing how firms can do international trade.

2.2  Appraise institutional arrangements in different countries in the fields of corporate governance, training, welfare, and trade unions. 

Institutional arrangements are diversified between distinct countries across areas such as corporate governance, training, welfare, and trade unions aligned with the unique landscape of the economy, politics, and society of a country. Corporate governance, for instance, differentiates very widely between different models based on the Anglo-American model in, say, the U.S. and UK, where investor interests are prominent, and stakeholder models in Germany and Japan, which place value on long-term stability and welfare of the broader stakeholders. Training systems vary. Germany and Switzerland invest a lot of money in highly developed vocational training systems. A country like the U.S. invests more money in higher education to develop the skills of an individual. Welfare systems vary as well Scandinavian countries offer large social safety nets and liberal economies such as the U.S., a much-limited system, and they have an impact on economic security and quality of life as well. Lastly, unions are of varying strength; very strong in Scandinavian and Germanic countries where they negotiate as equal partners with employers but quite weak in deregulated labor markets such as the U.S. These institutional differences represent each country’s unique balance between economic efficiency and social protection, as well as workers’ rights.

2.3 Critically analyse research concerning the ways in which workplace cultures vary around the world. 

Workplace cultures are mainly diverse in the various nations globally. What is attributed to the differences would be based on social and economic conditions, not forgetting the historical backgrounds of various countries. According to studies, workplace cultures that are found in Western countries like the United States and the UK are generally individualistic; that is, highly participative culture and encouragement for people to voice their ideas and personal achievements. Many Asian cultures, such as Japan or China, emphasize collectivism; teamwork, harmony, and respect for hierarchies, producing a better structural, disciplined business environment. In Scandinavian countries, workplace cultures naturally tend toward egalitarianism: flat organisation makes for equal participation and work-life balance. All these cultural differences affect leadership styles, communication practices, and the expectations created for employees; therefore, cultural awareness is essential for successful global business collaboration with peaceful coexistence between cultures.

2.4 Advice about the major ways in which people practice varies globally. 

Different people practice different beliefs and cultural traditions throughout the world, incorporating varied values, histories, and norms. Regions exist where community-based rituals are deeply engaged in cultural expressions with festivals and ceremonies; in other regions, one finds oneself practicing individual practices like meditation or personal reflection. Countries with a strong religious culture might perform a mix of daily rituals, public devotions, and communal worship, whereas secular nations might encourage individual practices that could focus on personal growth or spiritualism. All these different representations depict how the different cultures of a country and perhaps even religion influence the ways people in that country cling onto, nurture, and express their beliefs and values across the world.

Assignment Task 3:  Be able to manage staffing and employment practices in international organisations. 

3.1  Design an appropriate international staffing strategy, including for expatriate staff. 

1. Definition of Staffing Objectives

The staffing strategy must be congruent with the company’s internationalization goals, including penetration of the market, cost efficiency, or innovation fostering. It must also support the broader corporate strategy, which might include growth or diversification.

2. Determination of Staffing Needs

The choice of local talent versus expatriates will depend on the need in that region. Local talent will bring in cultural knowledge, but expatriates will be required for specific positions, such as specialized roles or management.

3. Expatriate Staffing

Select criteria for expats must be developed in terms of international experience, adaptability, and leadership. Cultural training and language support should be provided. It is possible to attract expatriates with attractive relocation benefits, with the support of mentoring programs. Provide repatriation plans to expatriates once the assignments are completed.

4. Local Hiring Strategy

Focus on local talent building on the necessary skills. Give training to develop employees for more stressful jobs that reduce dependence over time on expatriates. Fosters diversity and inclusion to bring about an integrated work culture and affirms business success.

5. Balanced approach

Use a mixed model of expatriates and local hires according to regional requirements. Contemplate job rotations or creating a global talent pool so that knowledge can be shared and leadership development can be improved. Maintain cost-effectiveness simultaneously between the two models.

6. Legal & Regulatory Compliance

Always maintain compliance with laws related to immigration and employment in host countries. Be aware of visa requirements and labor laws to avoid legal issues.

7. Technology & Communication

Install technology for remote teamwork, so that there is seamless and effective communication among expatriates, local teams, and head offices. Implement performance management systems to measure the performance of the expatriate as well as the local hire.

8. Measure & Adjust

Monitor metrics related to expatriate success, retention rate, and employee engagement. Revise the staffing plan based on the learnings and shifts in business requirements over time.

3.2. Plan the effective management of talent in international organisations. 

 Talents for International organisations: It would include the following aspects:

• Global Talent Acquisition: Recruitment from the region would involve global channels and cross-border recruitment to attract quality talent across the globe.
• Cultural Sensitivity & Diversity: This will be achieved through multicultural training and leadership development programs that are diversified.
• Talent Development & Retention: Global training, mentorship, and mobility programs will be adopted to develop and retain talent.
• Compensation & Benefits: Compensation and benefits for local balance will be compensated through flexible global mobility incentives.
• Technology & Systems: Use of integrated systems of human resources and data analytics to carry out smooth global talent management.

3.3 Justify the case for equality, diversity, and inclusion in international contexts. 

Equality, diversity, and inclusion have become the essentials in international aspects as they bring together equity, respect, and social cohesion to a workplace. Given the diversified and fast-growing world, acceptance of diversity in the workplace leads to creativity and innovation since the thought processes of people come together with diverse perspectives, and it enhances the sense of belonging, which enhances employee engagement and satisfaction. It is also through greater equality that all people, regardless of their background, can stand on an equal playing field to succeed, hence a more productive and harmonious environment. Long term, these values help build stronger, adaptable organisations that thrive across cultures and geographies.

Assignment Task 4: Understand effective and sustainable people management activities in international contexts. 

4.1  Critically discuss the major challenges people face in managers in international organisations. 

There are many challenges that people practising managers in international organisations face.

The first challenge is the management of a diverse workforce in terms of nationality and culture. It may be challenging, as different employees have different expectations and values.

This is where one is confronted with the challenge of managing performance by staff working in various areas. This is challenging because it may be difficult to monitor and compare performance among various areas.

Lastly, there is the talent management problem in an international setting. This is likely to be challenging since it becomes difficult to identify and source talented staff around the globe.

4.2  Influence effective communication practice in international organisations. 

An effective communication strategy is important to any organisation, but more so when the employees in a multinational organisation are spread around the globe and communicate in languages other than that of the base country.

A few concerns that should be taken into account for developing an effective communication strategy in the context of a multinational organisation include:

• Access by all employees to information, regardless of location

Promoting the sharing of information and ideas across borders. In short, establishing the tone clear for communication at all levels, between departments, and locations

• Open corporation culture

Achieving the best results in multinational companies is most likely to occur when there is a coherent method of communication that is sensitized to the special needs of working in multiple countries.  

 4.3 Assess the effective management of performance in international organisations.

Performance in an international organisation will be made to take place effectively by consideration of various elements. These include a clear and concise performance management strategy, which ensures there is mention of how performance will be measured, targets needed in place, and issues or concerns on how they will be addressed. All the employees must also be aware of the performance management policy and their place in it.

Once a performance management strategy exists, performance needs to be monitored and reviewed. Thus, there will be standards to be met and areas with which improvements should be made. It should also provide feedback on the performance of employees. Then, these should be constructive and focus on opportunities for improvement.

Once issues or problems are found, they have to be addressed promptly. This can involve discussion with the involved employee, additional training or coaching, or further disciplinary action when necessary.

Since then, there has also been a need to celebrate the success of one’s business and recognize its employees who have performed exceptionally well, as well as motivate and encouragement toward others to achieve their best.

All these factors may be considered by the organisation to control performance efficiently in the international scenario.

 4.4 Justify the need for flexible working initiatives in international organisations.

There are many reasons why flexible working initiatives are important in international organisations. Some of these reasons include:

• enabling employees to balance work and other commitments;
• reducing stress and increasing job satisfaction;
• improving productivity and motivation;
• attracting and retaining talented staff.

Flexible working initiatives can take many different forms, such as flexible hours, telecommuting, job sharing, and compressed work weeks. The specific initiatives that are implemented will depend on the needs of the organisation and its workforce.

organisations need to carefully consider which flexible working arrangements will be most effective in meeting their objectives. They also need to ensure that these arrangements do not disadvantage any employees or create new inequalities.

Flexible working initiatives can be challenging to implement, but they can have many benefits for both employers and employees. With the right planning and support, they can help organisations attract and retain the best talent, improve productivity, and create a more positive work-life balance for employees.