5. Women represent an underutilized resource in interna-
tional management. A major reason for this situation is
the assumption that culturally based biases may limit
the opportunities and success of female managers and
employees.
6. The labor relations environment, system, and processes
vary around the world and affect how the international
Discussion Questions
1. What steps can the company's IHRM department take to maxi-
mize the effectiveness of the expatriate's assignment and the long-
term benefit to the company?
2. Discuss the role of reverse culture shock in the repatriation
process. What can companies do to avoid this problem? What
kinds of skills do managers learn from a foreign assignment,
and how can the company benefit from them? What is th e
role of repatriation in the company ' s global competitive
situation?
Application Exercise
Interview one or more managers who have held positions over-
seas. Try to find a man and a woman. Ask them about their
experiences both in the working environment and in the foreign
country generally. How did they and their families adapt? How
Experiential Exercise
Form groups of six students, divided into two teams, one rep-
resenting union members from a German company and the
other representing union members from a Mexican company.
These companies have recently merged in a joint venture, with
the subsidiary to be located in Mexico. These union workers,
all line supervisors, will be working together in Mexico. You
Internet Resources
Visit the Deresky Companion Website at
www.pearsonhighered.com/deresky for this chapter's Internet
resources.
r -- _J 4..- ..,
CASE STUDY
Expatriate Management at AstraZeneca
CHAPTER 10 • DEVELOPING A GLOBAL MANAGEMENT CADRE 32 5
manager must plan strategy and maximize the productiv-
ity of local human resources .
7. Labor unions around the world are becoming increas-
ingly interdependent because of the operations of MN Cs
worldwide, the outsourcing of jobs around the world, and
the "leveling of the playing field" for jobs.
3. What are the reasons for the small numbers of female expatriates?
What more can companies do to use women as a resource for in-
ternational management?
4. What is a virtual global management team? How do the members
interact? Discuss the advantages and the challenges faced by these
teams. Give some suggestions as to how to maximize the effec-
tiveness of virtual teams across borders.
5. Discuss the reasons behind the growing convergence and interde-
pendence of labor unions around the world.
did they find the stage of reentry to headquarters, and what
were the effects of the assignment on their career progression?
What differences do you notice, if any, between the experiences
of the male and the female expatriates?
are to negotiate six major points of agreement regarding union
representation, bargaining rights, and worker participation in
management, as discussed in this chapter. Presen.
Case Study Expatriate Management at AstraZeneca PLCOver the yeMaximaSheffield592
Case Study
Expatriate Management at AstraZeneca PLC
Over the years, AstraZeneca Plc (AstraZeneca) has developed a strong reputation for its expatriate management practices. Expatriate management at AstraZeneca went beyond tackling issues such as compensation, housing, issues related to the spouse’s career abroad, and so on. It also took care to ensure that employees on international assignment were able to adapt well to the new environment and achieve a work–life balance. With the global economic situation continuing to be grim, AstraZeneca also began placing emphasis on a “more thoughtful planning and selection process” of candidates for international assignments.1
Source: Deloitte Services LP
AstraZeneca is the world’s fifth-largest pharmaceutical company by global sales.2 It is headquartered in London, UK, and Södertälje, Sweden. For the year 2013, AstraZeneca’s revenues were US$25.7 billion, and it employed around 51,500 employees. As of 2013, AstraZeneca had around 350 employees working on international assignments in 140 countries worldwide. These were employees who were on short-term, long-term, or commuter assignments.3 According to Ashley Daly (Daly), senior manager of international assignments for AstraZeneca in the United States, the company’s employees were mainly concentrated in Belgium, the United States, and the United Kingdom, but they “also have a significant presence in the Asia-Pacific and Latin America regions.”4 AstraZeneca’s policy stipulates that for any international assignment, there had to be a business rationale. The company saw to it that the costs involved were acceptable and that the career management of the employee during the assignment was consistent with personal development goals as well as business needs. The contractual arrangements for the assignment were also centrally managed.5 “From the outset, if there is not a clear sense of how the international assignment experience can be applied at the end of the assignment term—at least in broad terms—the business should strongly consider whether an international assignment should even move forward,”6 said Daly.
Once an assignment offer was made to a potential expat, AstraZeneca paired the employee up with an international assignment manager (IA manager), who briefed him or her on company policy and opportunities for cultural and language training. Before leaving for the international assignment, the employee was trained in a workshop that focused on relevant issues (such as leaving the destination location and returning to the home country). The expat was given information about the culture of the destination country—particularly differences with the home country—as well as social considerations and do’s and don’ts. If necessary, the employee and his or her spouse were given training in the local language. Tessi Romell (Romell), research and development projects and HR effectiveness leader at AstraZeneca, said that the company also helped connect new expats w ...
What lessons can be gleaned from the experiences that occurred with .docxmecklenburgstrelitzh
What lessons can be gleaned from the experiences that occurred with the management of expatriate employees at AstraZeneca? What could have been done better?
Over the years, AstraZeneca Plc (AstraZeneca) has developed a strong reputation for its expatriate management practices. Expatriate management at AstraZeneca went beyond tackling issues such as compensation, housing, issues related to the spouse’s career abroad, etc. It also took care to ensure that employees on international assignment were able to adapt well to the new environment and achieve a work/life balance. With the global economic situation continuing to be grim, AstraZeneca also began placing emphasis on a “more thoughtful planning and selection process” of candidates for international assignments.
AstraZeneca is the world’s fifth-largest pharmaceutical company by global sales. It is headquartered in London, UK and Södertälje, Sweden. For the year 2008, AstraZeneca’s revenues were US$31.6 billion and it employed around 66,000 employees. As of 2009, AstraZeneca had around 350 employees working on international assignments in 140 countries worldwide. These were employees who were on short-term, long-term, or commuter assignments. According to Ashley Daly (Daly), senior manager of international assignments for AstraZeneca in the U.S., the company’s employees were mainly concentrated in Belgium, the U.S., and the UK, but they “also have a significant presence in the Asia-Pacific and Latin America regions.” AstraZeneca’s policy stipulates that for any international assignment, there had to be a business rationale. The company saw to it that the costs involved were acceptable, and that the career management of the employee during the assignment was consistent with personal development goals as well as business needs. The contractual arrangements for the assignment were also centrally managed. “From the outset, if there is not a clear sense of how the international assignment experience can be applied at the end of the assignment term—at least in broad terms—the business should strongly consider whether an international assignment should even move forward,” said Daly.
Once an assignment offer was made to a potential expat, AstraZeneca
paired them up with an international assignment manager
(“IA manager”), who briefed them on company policy and opportunities for
cultural and language training.
Before leaving for their international assignment, employees were provided training in a workshop that focused on relevant issues (such as leaving the destination location and returning back to the home country). The expats were given information about the culture of the destination country—particularly differences with the home country—as well as social considerations and do’s and don’ts. If necessary, the employee and his/her spouse were given
training in the local language
. Tessi Romell (Romell), research and development projects and HR effectiveness leader at AstraZeneca, said that the c.
Over the years, AstraZeneca Plc (AstraZeneca) has developed a stro.docxgerardkortney
Over the years, AstraZeneca Plc (AstraZeneca) has developed a strong reputation for its expatriate management practices. Expatriate management at AstraZeneca went beyond tackling issues such as compensation, housing, issues related to the spouse’s career abroad, etc. It also took care to ensure that employees on international assignment were able to adapt well to the new environment and achieve a work/life balance. With the global economic situation continuing to be grim, AstraZeneca also began placing emphasis on a “more thoughtful planning and selection process” of candidates for international assignments AstraZeneca is the world’s fifth-largest pharmaceutical company by global sales. It is headquartered in London, UK and Södertälje, Sweden. For the year 2008, AstraZeneca’s revenues were US$31.6 billion and it employed around 66,000 employees. As of 2009, AstraZeneca had around 350 employees working on international assignments in 140 countries worldwide. These were employees who were on short-term, long-term, or commuter assignments.
According to Ashley Daly (Daly), senior manager of international assignments for AstraZeneca in the U.S., the company’s employees were mainly concentrated in Belgium, the U.S., and the UK, but they “also have a significant presence in the Asia-Pacific and Latin America regions.” AstraZeneca’s policy stipulates that for any international assignment, there had to be a business rationale. The company saw to it that the costs involved were acceptable, and that the career management of the employee during the assignment was consistent with personal development goals as well as business needs. The contractual arrangements for the assignment were also centrally managed. “From the outset, if there is not a clear sense of how the international assignment experience can be applied at the end of the assignment term—at least in broad terms—the business should strongly consider whether an international assignment
should even move forward,” said Daly.
Once an assignment offer was made to a potential expat, AstraZeneca paired them up with
an international assignment manager (“IA manager”), who briefed them on company policy
and opportunities for cultural and language training. Before leaving for their international
assignment, employees were provided training in a workshop that focused on relevant issues
(such as leaving the destination location and returning back to the home country). The expats
were given information about the culture of the destination country—particularly differences
with the home country—as well as social considerations and do’s and don’ts. If necessary, the
employee and his/her spouse were given training in the local language. Tessi Romell (Romell),
research and development projects and HR effectiveness leader at AstraZeneca, said that the
company also helped connect new expats with those who had already served in that location.
Sometimes, follow-up workshops were held in the host country. Once on assi.
Running head Week 8 Assignment 2 International Assignments.docxagnesdcarey33086
Running head: Week 8 Assignment 2: International Assignments
12
Week 8 Assignment 2: International Assignments
Week 8 Assignment 2: International Assignments
Schwanna Weston
Professor Tara McNealy
Global Human Resources Management
May 27, 2015
International Assignments
Introduction
The multinational firm in which I am HR director is called Real International Boutique, Inc. or for short RIB. The organization is a US based boutique with thirty retail store in the northeast is of the US, and are looking to expand retail locations globally to Italy. My goal as HR director will see to it that RIB hires three business developers as expatriates to implement, launch and open ten new retail stores and establish global markets in Italy, with an five year project deadline. My paper will include four to six components that the pre-departure training will need to cover and a rationale for the use of using the training components in question, the proposal of three criteria that management will use to assess the performance of expatriates working abroad. In addition, an implemented proposal, along with examples of the fundamental ways in which these performance requirements have improved performance is included.
The recommendation of a recruiting and selection strategies that I believe the firm should use when offering international assignments with rationale are addressed. The international assignment paper will also cover the comparison and contrast of two staffing alternatives for foreign operations at RIB. The selection of the staffing alternative that I believe to be the best fit and analyzing the importance of providing a high-quality mentoring system for international assignees are outlined. Lastly, generation of an example, of a high-quality mentoring system for international assignees to support my analysis and suggestion of the manner in which I plan to measure return on investment (ROI) for international assignments.
Components of Pre-Departure Training
Given the primary selection criterion for most MNEs is technical ability of existing employee, it is not surprising to find that most of the literature on expatriate training is devoted to expatriate departure training activates that are mainly concerned with developing cultural awareness. There for once an employee has been selected for expatriate position, pre-departure training is consider to be the next critical step in attempting to ensure the expatriate’s effectiveness and success abroad, particularly where the destination country is considered culturally tough. Effective cultural training, its advocate, assists individuals to adjust more rapidly to the new culture. The limited, predominately US-based, research into this area reveals that a large number of US multinational s have been reluctant to provide even a basic level of pre-departure training, though this is now changing. Particular inters in the area began with Tung’s study on expatriation practices, including.
This document provides an overview of global human resource management practices. It discusses three approaches that multinational companies use to staff their subsidiaries: ethnocentrism, polycentrism, and geocentrism. It also outlines several key functions of international human resource management, including conducting job analysis, planning labor needs, recruitment and selection, providing incentives and benefits, and managing wages and salaries abroad. The document concludes that to remain competitive globally, multinational enterprises must understand the various environmental factors that could inhibit their success and develop strategies to overcome potential challenges in different country settings.
The document discusses strategies for avoiding poor selection and development of expatriates. It covers three main topics: selection of candidates, pre-departure cross-cultural training, and repatriation efforts. For selection, the document examines different criteria used to identify qualified candidates and the importance of assessing a candidate's spouse. For training, it discusses how the timing and content of cross-cultural training can impact adjustment. For repatriation, it notes the high turnover rates of returning expatriates and emphasizes the need for organizations to facilitate knowledge transfer and support cultural re-adjustment.
The document discusses measuring sustainable engagement among expatriate employees through surveys. It summarizes the results of a survey of expatriate employees from five multinational organizations. The survey found that engagement among expatriate employees is high, with 92% agreeing with organizational goals and 84% recommending their organization as a good place to work. However, engagement must also consider "enablement" (a supportive work environment) and "energy" (individual well-being). In general, expatriate employees feel enabled and energetic in their work, though some report high stress. Factors like recognition, cooperation, skills utilization and communication drive engagement. Expatriates close to finishing assignments or in their mid-40s are most at risk of leaving. Overall productivity among
Akshat Goyal's Research Paper on A CONCEPTUAL FRAMEWORK OF INTERNATIONAL HUMA...Akshat Goyal
This document provides an overview of international human resource management practices for expatriate management in India. It discusses key factors such as the increasing globalization of business, the importance of effective expatriate management, and common challenges associated with international assignments. The document also outlines various aspects of the expatriate management process, including selection criteria, training, compensation, cross-cultural adjustment, and performance management.
Case Study Expatriate Management at AstraZeneca PLCOver the yeMaximaSheffield592
Case Study
Expatriate Management at AstraZeneca PLC
Over the years, AstraZeneca Plc (AstraZeneca) has developed a strong reputation for its expatriate management practices. Expatriate management at AstraZeneca went beyond tackling issues such as compensation, housing, issues related to the spouse’s career abroad, and so on. It also took care to ensure that employees on international assignment were able to adapt well to the new environment and achieve a work–life balance. With the global economic situation continuing to be grim, AstraZeneca also began placing emphasis on a “more thoughtful planning and selection process” of candidates for international assignments.1
Source: Deloitte Services LP
AstraZeneca is the world’s fifth-largest pharmaceutical company by global sales.2 It is headquartered in London, UK, and Södertälje, Sweden. For the year 2013, AstraZeneca’s revenues were US$25.7 billion, and it employed around 51,500 employees. As of 2013, AstraZeneca had around 350 employees working on international assignments in 140 countries worldwide. These were employees who were on short-term, long-term, or commuter assignments.3 According to Ashley Daly (Daly), senior manager of international assignments for AstraZeneca in the United States, the company’s employees were mainly concentrated in Belgium, the United States, and the United Kingdom, but they “also have a significant presence in the Asia-Pacific and Latin America regions.”4 AstraZeneca’s policy stipulates that for any international assignment, there had to be a business rationale. The company saw to it that the costs involved were acceptable and that the career management of the employee during the assignment was consistent with personal development goals as well as business needs. The contractual arrangements for the assignment were also centrally managed.5 “From the outset, if there is not a clear sense of how the international assignment experience can be applied at the end of the assignment term—at least in broad terms—the business should strongly consider whether an international assignment should even move forward,”6 said Daly.
Once an assignment offer was made to a potential expat, AstraZeneca paired the employee up with an international assignment manager (IA manager), who briefed him or her on company policy and opportunities for cultural and language training. Before leaving for the international assignment, the employee was trained in a workshop that focused on relevant issues (such as leaving the destination location and returning to the home country). The expat was given information about the culture of the destination country—particularly differences with the home country—as well as social considerations and do’s and don’ts. If necessary, the employee and his or her spouse were given training in the local language. Tessi Romell (Romell), research and development projects and HR effectiveness leader at AstraZeneca, said that the company also helped connect new expats w ...
What lessons can be gleaned from the experiences that occurred with .docxmecklenburgstrelitzh
What lessons can be gleaned from the experiences that occurred with the management of expatriate employees at AstraZeneca? What could have been done better?
Over the years, AstraZeneca Plc (AstraZeneca) has developed a strong reputation for its expatriate management practices. Expatriate management at AstraZeneca went beyond tackling issues such as compensation, housing, issues related to the spouse’s career abroad, etc. It also took care to ensure that employees on international assignment were able to adapt well to the new environment and achieve a work/life balance. With the global economic situation continuing to be grim, AstraZeneca also began placing emphasis on a “more thoughtful planning and selection process” of candidates for international assignments.
AstraZeneca is the world’s fifth-largest pharmaceutical company by global sales. It is headquartered in London, UK and Södertälje, Sweden. For the year 2008, AstraZeneca’s revenues were US$31.6 billion and it employed around 66,000 employees. As of 2009, AstraZeneca had around 350 employees working on international assignments in 140 countries worldwide. These were employees who were on short-term, long-term, or commuter assignments. According to Ashley Daly (Daly), senior manager of international assignments for AstraZeneca in the U.S., the company’s employees were mainly concentrated in Belgium, the U.S., and the UK, but they “also have a significant presence in the Asia-Pacific and Latin America regions.” AstraZeneca’s policy stipulates that for any international assignment, there had to be a business rationale. The company saw to it that the costs involved were acceptable, and that the career management of the employee during the assignment was consistent with personal development goals as well as business needs. The contractual arrangements for the assignment were also centrally managed. “From the outset, if there is not a clear sense of how the international assignment experience can be applied at the end of the assignment term—at least in broad terms—the business should strongly consider whether an international assignment should even move forward,” said Daly.
Once an assignment offer was made to a potential expat, AstraZeneca
paired them up with an international assignment manager
(“IA manager”), who briefed them on company policy and opportunities for
cultural and language training.
Before leaving for their international assignment, employees were provided training in a workshop that focused on relevant issues (such as leaving the destination location and returning back to the home country). The expats were given information about the culture of the destination country—particularly differences with the home country—as well as social considerations and do’s and don’ts. If necessary, the employee and his/her spouse were given
training in the local language
. Tessi Romell (Romell), research and development projects and HR effectiveness leader at AstraZeneca, said that the c.
Over the years, AstraZeneca Plc (AstraZeneca) has developed a stro.docxgerardkortney
Over the years, AstraZeneca Plc (AstraZeneca) has developed a strong reputation for its expatriate management practices. Expatriate management at AstraZeneca went beyond tackling issues such as compensation, housing, issues related to the spouse’s career abroad, etc. It also took care to ensure that employees on international assignment were able to adapt well to the new environment and achieve a work/life balance. With the global economic situation continuing to be grim, AstraZeneca also began placing emphasis on a “more thoughtful planning and selection process” of candidates for international assignments AstraZeneca is the world’s fifth-largest pharmaceutical company by global sales. It is headquartered in London, UK and Södertälje, Sweden. For the year 2008, AstraZeneca’s revenues were US$31.6 billion and it employed around 66,000 employees. As of 2009, AstraZeneca had around 350 employees working on international assignments in 140 countries worldwide. These were employees who were on short-term, long-term, or commuter assignments.
According to Ashley Daly (Daly), senior manager of international assignments for AstraZeneca in the U.S., the company’s employees were mainly concentrated in Belgium, the U.S., and the UK, but they “also have a significant presence in the Asia-Pacific and Latin America regions.” AstraZeneca’s policy stipulates that for any international assignment, there had to be a business rationale. The company saw to it that the costs involved were acceptable, and that the career management of the employee during the assignment was consistent with personal development goals as well as business needs. The contractual arrangements for the assignment were also centrally managed. “From the outset, if there is not a clear sense of how the international assignment experience can be applied at the end of the assignment term—at least in broad terms—the business should strongly consider whether an international assignment
should even move forward,” said Daly.
Once an assignment offer was made to a potential expat, AstraZeneca paired them up with
an international assignment manager (“IA manager”), who briefed them on company policy
and opportunities for cultural and language training. Before leaving for their international
assignment, employees were provided training in a workshop that focused on relevant issues
(such as leaving the destination location and returning back to the home country). The expats
were given information about the culture of the destination country—particularly differences
with the home country—as well as social considerations and do’s and don’ts. If necessary, the
employee and his/her spouse were given training in the local language. Tessi Romell (Romell),
research and development projects and HR effectiveness leader at AstraZeneca, said that the
company also helped connect new expats with those who had already served in that location.
Sometimes, follow-up workshops were held in the host country. Once on assi.
Running head Week 8 Assignment 2 International Assignments.docxagnesdcarey33086
Running head: Week 8 Assignment 2: International Assignments
12
Week 8 Assignment 2: International Assignments
Week 8 Assignment 2: International Assignments
Schwanna Weston
Professor Tara McNealy
Global Human Resources Management
May 27, 2015
International Assignments
Introduction
The multinational firm in which I am HR director is called Real International Boutique, Inc. or for short RIB. The organization is a US based boutique with thirty retail store in the northeast is of the US, and are looking to expand retail locations globally to Italy. My goal as HR director will see to it that RIB hires three business developers as expatriates to implement, launch and open ten new retail stores and establish global markets in Italy, with an five year project deadline. My paper will include four to six components that the pre-departure training will need to cover and a rationale for the use of using the training components in question, the proposal of three criteria that management will use to assess the performance of expatriates working abroad. In addition, an implemented proposal, along with examples of the fundamental ways in which these performance requirements have improved performance is included.
The recommendation of a recruiting and selection strategies that I believe the firm should use when offering international assignments with rationale are addressed. The international assignment paper will also cover the comparison and contrast of two staffing alternatives for foreign operations at RIB. The selection of the staffing alternative that I believe to be the best fit and analyzing the importance of providing a high-quality mentoring system for international assignees are outlined. Lastly, generation of an example, of a high-quality mentoring system for international assignees to support my analysis and suggestion of the manner in which I plan to measure return on investment (ROI) for international assignments.
Components of Pre-Departure Training
Given the primary selection criterion for most MNEs is technical ability of existing employee, it is not surprising to find that most of the literature on expatriate training is devoted to expatriate departure training activates that are mainly concerned with developing cultural awareness. There for once an employee has been selected for expatriate position, pre-departure training is consider to be the next critical step in attempting to ensure the expatriate’s effectiveness and success abroad, particularly where the destination country is considered culturally tough. Effective cultural training, its advocate, assists individuals to adjust more rapidly to the new culture. The limited, predominately US-based, research into this area reveals that a large number of US multinational s have been reluctant to provide even a basic level of pre-departure training, though this is now changing. Particular inters in the area began with Tung’s study on expatriation practices, including.
This document provides an overview of global human resource management practices. It discusses three approaches that multinational companies use to staff their subsidiaries: ethnocentrism, polycentrism, and geocentrism. It also outlines several key functions of international human resource management, including conducting job analysis, planning labor needs, recruitment and selection, providing incentives and benefits, and managing wages and salaries abroad. The document concludes that to remain competitive globally, multinational enterprises must understand the various environmental factors that could inhibit their success and develop strategies to overcome potential challenges in different country settings.
The document discusses strategies for avoiding poor selection and development of expatriates. It covers three main topics: selection of candidates, pre-departure cross-cultural training, and repatriation efforts. For selection, the document examines different criteria used to identify qualified candidates and the importance of assessing a candidate's spouse. For training, it discusses how the timing and content of cross-cultural training can impact adjustment. For repatriation, it notes the high turnover rates of returning expatriates and emphasizes the need for organizations to facilitate knowledge transfer and support cultural re-adjustment.
The document discusses measuring sustainable engagement among expatriate employees through surveys. It summarizes the results of a survey of expatriate employees from five multinational organizations. The survey found that engagement among expatriate employees is high, with 92% agreeing with organizational goals and 84% recommending their organization as a good place to work. However, engagement must also consider "enablement" (a supportive work environment) and "energy" (individual well-being). In general, expatriate employees feel enabled and energetic in their work, though some report high stress. Factors like recognition, cooperation, skills utilization and communication drive engagement. Expatriates close to finishing assignments or in their mid-40s are most at risk of leaving. Overall productivity among
Akshat Goyal's Research Paper on A CONCEPTUAL FRAMEWORK OF INTERNATIONAL HUMA...Akshat Goyal
This document provides an overview of international human resource management practices for expatriate management in India. It discusses key factors such as the increasing globalization of business, the importance of effective expatriate management, and common challenges associated with international assignments. The document also outlines various aspects of the expatriate management process, including selection criteria, training, compensation, cross-cultural adjustment, and performance management.
This document examines reasons for failure among US expatriate managers on international assignments of one year or longer. It discusses theoretical frameworks for expatriation, selection of expatriates, personality dimensions, and key reasons for failure. The main reasons for failure identified are poor selection not focused on assignment needs, inadequate preparation and training, lack of support from headquarters, inability to adapt to local culture, family problems adapting, insufficient compensation, and lack of career support and preparation for repatriation. Expatriate failure can have significant negative consequences for multinational corporations.
Running head: International Assignments 1
International Assignments 11
International Assignments
Naomia Curtis
BUS325
Prof.. Jeanette Horner-Smith
Strayer University
February 26, 2015
International Assignments
In many cases, recommendations provided for pre-departure training for expatriates going to international duties mainly focus on culture and language. It is unfortunate that many MNEs neglect language training, which is imperative and needs to be part of expatriates’ preparation for international assignments. It is important to take into consideration the information and advice that returning expatriates bring. The information and guidance are important during the design of a pre-departure training program for employees that a company wants to send for expatriate assignments (Dowling. Festing & Engle, 2013). It is important that a multi-national enterprise selects appropriate employees who are open-minded, patient, capable, flexible, motivated, and can quickly adapt to new conditions (Caligiuri, 1997).
During the design of a pre-departure training program, training managers should assess the level of interaction that the expatriates will have with the host country population. Furthermore, it is important to evaluate the challenge of the new position and its duties during the design of a pre-departure training program. According to Caligiuri (1997), the way other countries conduct business is different from Western countries’ business ethics, which is something that important that expatriates need to understand. As such, a pre-departure training should cover the following components:
· A host country’s political history should be included in the pre-departure training to provide expatriates a better insight about the host country’s political business environment
· Critical incidents, role plays, and actual expatriate cases based on expatriate working and living experiences
· The host country’s language, especially key phrases should be covered
· Pre-departure training should cover negotiation skills
· Understanding mixed messages and non-verbal cues of host country language and communication components should be included in the pre-departure training
· Pre-departure training should include family or spouses as important elements to an expatriate’s foreign assignment stay and success
Although certain literature consider the significance of cross-culture components in pre-departure training as ambiguous, the coverage of these components in a pre-departure training is crucial to a multinational enterprise, the expatriate, and the expatriate’s family in addition to the success of the assignment (Caligiuri, 1997). Cultural and business ethics are significantly diverse between one country to another. As such, a good understanding of working and living environment should be.
Week 6 - Instructor GuidanceBUS 692Week Six Guidance .docxmelbruce90096
Week 6 - Instructor Guidance
BUS 692
Week Six Guidance Dr. Marvee L. Marr
International HRM
A Quick Case to get the subject rolling….
ECONOMIC PERSPECTIVES: Expatriates in Qatar. Qatar is one of the richest countries of the world due to its oil and gas revenues. All Qatari citizens receive first –class government provided health, education, and other social benefits. Due to Qatar’s incredible growth Qatari citizens account for only 15% of the workforce. They complain that foreigners are crowding them out.
Questions:
1.Why are Qatari citizens complaining about receiving a lot of material benefits without needing to work?
2. What are some possible solutions that Qatar’s government can implement to provide more career opportunities for its citizens?
I. Introduction. TheInternet has helped “flatten” the world of work throughout the globe. Today there is a world market for labor and human resources in many ways. Companies in the U.S. are more likely to have at least some operations in other countries. Technology has made it much easier for US companies to conduct business in other countries.
II. Global Strategic HRM. The conduct of HRM differs throughout the world. Many of these differences are related to cultural factors, while other differences derive from regulations.
Statistical Overview. One way to gain an understanding of strategic HRM on a global scale is the examine recent statistical analyses: the percentage of female participation in the workforce, the type of work people do throughout the world, the ability of foreign-born individuals to work in a given country, self-employment, part-time vs. full-time employment, and unemployment rates are some of the statistics to watch. Global HR statistics provide helpful information about establishing and running operations in various countries.
Cultural Issues and Differences. Considerable cultural differences around the world have a profound impact upon the practices of international HRM (Hofstede’s Cultural Dimensions, 2012) :
Power Distance. In countries with more egalitarian cultures efforts may be made to eliminate overt workplace hierarchical differences. In such countries workplace employee committees or other mechanisms that give employees direct input into the management of the organization are common. In high power distance countries more centralized, hierarchical, even autocratic decision-making structures are common.
Uncertainty Avoidance. High uncertainty avoidance cultures prefer clear rules procedures and structures. They value orderliness and predictability. Countries with low uncertainty avoidance have more “hang loose” attitude towards things.
Individualism vs. Collectivism. In highly individualistic cultures employees tend to be evaluated and rewarded in great measure for their individual achievements and performances. Society places a high value upo.
The growth of international business has affected human resource management globally. Companies must consider factors like culture, education, economic systems and political systems that differ between countries when planning HR strategies. When operating overseas, companies hire a combination of parent-country, host-country and third-country nationals. Selection of employees for foreign assignments is based on competency, communication skills, flexibility and willingness to adapt to new cultures. Training programs must help all employees adjust to working in foreign countries. Compensation becomes complex with differing pay structures between countries. Managing expatriates involves thorough preparation, cultural training and balancing compensation packages to maintain their standard of living.
Ch-1 Challenging context of International business.pdf021ShahVaizAshfaq
International business differs from domestic business in that firms operating across borders must consider forces from three environments: domestic, foreign, and international. Domestic firms only consider forces from their home country's domestic environment. Environmental forces include competitive, economic, socioeconomic, legal, political, cultural, technological, and labor factors. While management has some control over internal forces like resources and operations, it must adapt to changes in uncontrollable external forces to ensure survival and success in different country environments. Recent expansions of the European Union, for example, prompted firms to examine practices and relocate or establish new facilities within EU nations.
This document discusses human resource management in international organizations. It first presents different approaches companies can take to managing employees in foreign subsidiaries, including ethnocentric, polycentric, and geocentric approaches. It then examines the major functions of international human resource management, including recruitment and selection, development and training, performance evaluation, remuneration, and labor relations. For each function, it discusses challenges that arise when managing a multinational workforce from different cultural backgrounds.
Talent management is crucial for organizations to grow their human capital value. McDonald's talent management program, called LAMP, had five key components: executive assessment, individual development planning, leadership modules, executive education, and business improvement recommendations. The program helped McDonald's ensure they had the right people in the right positions. Bank of America's talent management strategy focused on attracting, retaining, and developing great leaders over three phases in an executive's first 36 months. The strategies aimed to align employees with company goals and create engagement, satisfaction, and a sense of pride in the organization. Both companies saw success through implementing formal talent management programs.
This document summarizes an organizational development course taken by Sabrina Yu at York University in 2014. The document discusses the evolving role of human resources in global organizations and some of the challenges of expatriation. It recommends that organizations improve expatriate selection methods by considering interpersonal skills in addition to technical competence. It also recommends formalizing repatriation programs and career support for returning expatriates to reduce turnover. Improving selection and support throughout the expatriation process can help organizations better leverage their human capital and investments globally.
Employees were surveyed about what factors are important in their careers. While work-life balance, job security, and financial rewards were universally rated as very important, there were differences among subgroups:
- Younger employees valued career advancement more than older employees.
- Women placed more importance on work-life balance, job security, and professional development than men, especially at early career stages.
- Asians and Europeans valued international opportunities far more than Americans.
However, what employees said was important did not always match what actually improved retention and commitment. Understanding these differences is key to attracting and retaining talent.
This chapter provides an overview of global human resource management. It discusses recruiting, selecting, training, compensating, and repatriating global employees. The chapter addresses strategy and global HRM fit, global assignments, cross-cultural training, adjustment challenges, and improving repatriation. It introduces key terms and concepts in global HRM and suggests review questions to enhance understanding.
This chapter provides an overview of global human resource management. It discusses recruiting, selecting, training, compensating, and repatriating global employees. The chapter addresses strategy and global HRM fit, global assignments, cross-cultural training, adjustment challenges, and improving repatriation. It introduces key terms and concepts in global HRM and suggests review questions to enhance understanding.
An Investigation on Self-Initiated Expatriation: Comparison with Traditional ...paperpublications3
This document provides an overview of a research paper that investigates self-initiated expatriation and compares it to traditional expatriation in the context of human resource management. It defines self-initiated expatriates as individuals who move to another country for work or living without being assigned by a company. The research aims to distinguish between self-initiated expatriates and traditional expatriates, compare their motivations and challenges, and examine how they can achieve successful expatriation with HR support. It outlines the objectives, research questions, and chapter structure and provides an introduction to the literature review on self-initiated expatriates and why they are becoming increasingly significant in filling international talent gaps.
Het is CRISIS, toch blijft het interessant om op de hoogte te zijn van Actuele Thema's op het gebied van Human Resource Management.
Thema's zoals: Werving en Selectie, Maatschappelijk Verantwoord Ondernemen, Gelijkheid en Diversiteit, Leiderschap en Management, Verander Management, Gezondheid en Welzijn. Thema's die aansluiten op IiP's New Choices.
300309 verzorgde in een inleiding waarbij Actuele Thema's in HR aan bod kwamen. De Rode Draad in de presentatie was het Investors in People Model.
Op de vraag 'Wat is nu het "Beste Moment" om de IiP 0-meting uit te voeren?' antwoordde ik:
'Mijn ervaring leert: er is nooit een Goed Moment, maar ook nooit een Slecht Moment. (nb; er is alleen het moment van uitstel).'
Kijken we naar Kondratieff (nb; economische golfbeweging) dan is er geen beter moment dan nu om te beginnen aan IiP, wil je straks na de Crisis de concurrentie op de arbeidsmarkt tenminste voor zijn......
1. The document summarizes five key trends impacting the future of work identified by SHRM expert panels: (1) demographic shifts towards a more global and aging workforce, (2) loss of middle-skilled jobs due to automation, (3) a skills gap between educational standards and employer needs, (4) increased globalization and remote work due to technology, and (5) new models of work like crowdsourcing.
2. For each trend, the document outlines expected changes for organizations and recommends how HR can prepare, such as offering flexible work and lifelong learning opportunities, partnering with educators, and learning to manage remote and contingent workers.
3. The document encourages readers to review this information
The dilemma facing MNCs is determining the extent to which their HR policies should be 'convergent' worldwide to be the same in each location or 'divergence' to differentiate in response to local needs. Brewster et al. (2002) argue that the success of IHRM depends on MNC practices.
This chapter discusses improving international assignments through effective selection, training, and retention of employees working abroad. It explains that as more companies conduct business globally, human resource management must adapt practices to different country contexts. Cultural, economic, legal and labor factors vary widely between nations and influence compensation, safety practices, and other HR policies. The chapter aims to help managers navigate these challenges and successfully deploy talent across borders.
This chapter discusses managing human resources in an international business context. It explains that more companies are conducting business globally and therefore need global human resource strategies. Some of the key challenges in international human resource management include deploying employees with the right skills globally, sharing knowledge across borders, and identifying and developing talent worldwide. The chapter outlines factors to consider for international assignments, such as candidate selection, cost projections, compensation plans, and cultural training. It also notes how labor laws and business conditions vary significantly between countries, presenting additional human resource challenges for multinational companies.
This document provides an agenda for an HR conference on innovation and "next practices" in global workforce management. The agenda includes sessions on developing a committed and agile workforce, expatriate programs, employment law trends in Latin America, business immigration law updates, embracing technology in corporate training, and a panel discussion on challenges and the outlook for global talent management. Speakers include experts from KPMG, Allign, Jackson Lewis LLP, Crown Relocations, Citibank, Bank of America, and HTH Worldwide.
This document provides an agenda for the "HR Innovation & 'Next Practices' in Global Workforce Management, International Assignments and Employee Mobility Policy" conference on August 13, 2009. The agenda includes keynotes on topics like developing a committed workforce, expatriate programs, employment law trends in Latin America, business immigration law updates, and embracing technology for corporate training. There will also be networking sessions and a panel discussion on challenges in global talent management. The event aims to facilitate idea exchange on innovative practices for managing an international workforce.
Christian Schussele Men of ProgressOil on canvas, 1862Coope.docxtroutmanboris
Christian Schussele Men of Progress
Oil on canvas, 1862
Cooper Union, New York, New York
Transfer from the National Gallery of Art; gift of Andrew W. Mellon, 1942
NPG.65.60
Edward Sorel, “People of Progress” 1999, Cooper Union, New York, New York
Syllabus
The clerks of the Department of State of the United States may be called upon to give evidence of transactions in the Department which are not of a confidential character.
The Secretary of State cannot be called upon as a witness to state transactions of a confidential nature which may have occurred in his Department. But he may be called upon to give testimony of circumstances which were not of that character.
Clerks in the Department of State were directed to be sworn, subject to objections to questions upon confidential matters.
Some point of time must be taken when the power of the Executive over an officer, not removable at his will, must cease. That point of time must be when the constitutional power of appointment has been exercised. And the power has been exercised when the last act required from the person possessing the power has been performed. This last act is the signature of the commission.
If the act of livery be necessary to give validity to the commission of an officer, it has been delivered when executed, and given to the Secretary of State for the purpose of being sealed, recorded, and transmitted to the party.
In cases of commissions to public officers, the law orders the Secretary of State to record them. When, therefore, they are signed and sealed, the order for their being recorded is given, and, whether inserted inserted into the book or not, they are recorded.
When the heads of the departments of the Government are the political or confidential officers of the Executive, merely to execute the will of the President, or rather to act in cases in which the Executive possesses a constitutional or legal discretion, nothing can be more perfectly clear than that their acts are only politically examinable. But where a specific duty is assigned by law, and individual rights depend upon the performance of that duty, it seems equally clear that the individual who considers himself injured has a right to resort to the laws of his country for a remedy.
The President of the United States, by signing the commission, appointed Mr. Marbury a justice of the peace for the County of Washington, in the District of Columbia, and the seal of the United States, affixed thereto by the Secretary of State, is conclusive testimony of the verity of the signature, and of the completion of the appointment; and the appointment conferred on him a legal right to the office for the space of five years. Having this legal right to the office, he has a consequent right to the commission, a refusal to deliver which is a plain violation of that right for which the laws of the country afford him a remedy.
To render a mandamus a proper remedy, the officer to whom it is directed must be one to who.
Christian EthicsChristian ethics deeply align with absolutism. E.docxtroutmanboris
Christian Ethics
Christian ethics deeply align with absolutism. Ethical absolutism claims that moral principles do exist. According to Christians, God created moral absolutes. These absolutes can be seen in God’s revelation. God’s special and general revelation reveal his moral truths. This does not mean that only Christians can understand moral truths. Because humans are made in God’s image, they can recognize moral truths even if they do not believe in God
[1]
. These absolutes were instated by God. Therefore, they apply to all of humanity. This worldview is in direct opposition to the idea of relativism. Christian ethics cannot be viewed through a relativistic point of view. According to relativism, there is no moral truths. There is no absolute distinction between right and wrong within this way of thinking. Right and wrong can be decided by individuals or groups of people. Cultures decide what is right for themselves and their way of life. Even individuals have the ability to decide their own personal moral code. This can seem somewhat reasonable at times. Some things that were considered moral or immoral in the past are viewed differently today. Even with this understanding, Christians deny the idea of relativism. Christians hold to the belief that moral truths come from God. Therefore, these truths do not change. God himself never changes; therefore, his moral truths remain the same. According to Christian ethics, mankind is expected to hold to the moral absolutes mandated by God himself. This understanding is not compatible with relativism. Relativism makes no place of a God. From a relativistic point of view, mankind decides their own morality. Right and wrong are not fixed. In Christian ethics, right and wrong are permanently decided by the God of the universe.
The subjective aspects of Christian ethics can look similar to relativism. The areas that are somewhat subjective in Christian aspects are referred to as the liberties of a Christian. There are some matters that are not said to be morally wrong in the Bible. Some see these issues to be wrong; therefore, they are. Others do not find certain issues to be morally wrong. These individuals are claiming their Christian liberty. One of these issues is drinking alcohol. Some Christians believe that ingesting any amount of alcohol is morally wrong. According to the idea of Christian liberty, it would be wrong for the individuals who hold to this belief to drink alcohol. Others do not have this conviction and are not doing wrong by consuming alcohol. On the surface, the idea of Christian liberty can seem to be related to relativism, but upon closer inspection these ideas are not closely related. Christian liberty is a Biblical concept that harmonize well with the overall message of the Bible. Relativism is nowhere found in the Bible. The Bible is clear that there are universal moral laws. These laws are placed upon humanity by God himself. There are some areas where the Bible remain.
More Related Content
Similar to 5. Women represent an underutilized resource in interna-tion.docx
This document examines reasons for failure among US expatriate managers on international assignments of one year or longer. It discusses theoretical frameworks for expatriation, selection of expatriates, personality dimensions, and key reasons for failure. The main reasons for failure identified are poor selection not focused on assignment needs, inadequate preparation and training, lack of support from headquarters, inability to adapt to local culture, family problems adapting, insufficient compensation, and lack of career support and preparation for repatriation. Expatriate failure can have significant negative consequences for multinational corporations.
Running head: International Assignments 1
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International Assignments
Naomia Curtis
BUS325
Prof.. Jeanette Horner-Smith
Strayer University
February 26, 2015
International Assignments
In many cases, recommendations provided for pre-departure training for expatriates going to international duties mainly focus on culture and language. It is unfortunate that many MNEs neglect language training, which is imperative and needs to be part of expatriates’ preparation for international assignments. It is important to take into consideration the information and advice that returning expatriates bring. The information and guidance are important during the design of a pre-departure training program for employees that a company wants to send for expatriate assignments (Dowling. Festing & Engle, 2013). It is important that a multi-national enterprise selects appropriate employees who are open-minded, patient, capable, flexible, motivated, and can quickly adapt to new conditions (Caligiuri, 1997).
During the design of a pre-departure training program, training managers should assess the level of interaction that the expatriates will have with the host country population. Furthermore, it is important to evaluate the challenge of the new position and its duties during the design of a pre-departure training program. According to Caligiuri (1997), the way other countries conduct business is different from Western countries’ business ethics, which is something that important that expatriates need to understand. As such, a pre-departure training should cover the following components:
· A host country’s political history should be included in the pre-departure training to provide expatriates a better insight about the host country’s political business environment
· Critical incidents, role plays, and actual expatriate cases based on expatriate working and living experiences
· The host country’s language, especially key phrases should be covered
· Pre-departure training should cover negotiation skills
· Understanding mixed messages and non-verbal cues of host country language and communication components should be included in the pre-departure training
· Pre-departure training should include family or spouses as important elements to an expatriate’s foreign assignment stay and success
Although certain literature consider the significance of cross-culture components in pre-departure training as ambiguous, the coverage of these components in a pre-departure training is crucial to a multinational enterprise, the expatriate, and the expatriate’s family in addition to the success of the assignment (Caligiuri, 1997). Cultural and business ethics are significantly diverse between one country to another. As such, a good understanding of working and living environment should be.
Week 6 - Instructor GuidanceBUS 692Week Six Guidance .docxmelbruce90096
Week 6 - Instructor Guidance
BUS 692
Week Six Guidance Dr. Marvee L. Marr
International HRM
A Quick Case to get the subject rolling….
ECONOMIC PERSPECTIVES: Expatriates in Qatar. Qatar is one of the richest countries of the world due to its oil and gas revenues. All Qatari citizens receive first –class government provided health, education, and other social benefits. Due to Qatar’s incredible growth Qatari citizens account for only 15% of the workforce. They complain that foreigners are crowding them out.
Questions:
1.Why are Qatari citizens complaining about receiving a lot of material benefits without needing to work?
2. What are some possible solutions that Qatar’s government can implement to provide more career opportunities for its citizens?
I. Introduction. TheInternet has helped “flatten” the world of work throughout the globe. Today there is a world market for labor and human resources in many ways. Companies in the U.S. are more likely to have at least some operations in other countries. Technology has made it much easier for US companies to conduct business in other countries.
II. Global Strategic HRM. The conduct of HRM differs throughout the world. Many of these differences are related to cultural factors, while other differences derive from regulations.
Statistical Overview. One way to gain an understanding of strategic HRM on a global scale is the examine recent statistical analyses: the percentage of female participation in the workforce, the type of work people do throughout the world, the ability of foreign-born individuals to work in a given country, self-employment, part-time vs. full-time employment, and unemployment rates are some of the statistics to watch. Global HR statistics provide helpful information about establishing and running operations in various countries.
Cultural Issues and Differences. Considerable cultural differences around the world have a profound impact upon the practices of international HRM (Hofstede’s Cultural Dimensions, 2012) :
Power Distance. In countries with more egalitarian cultures efforts may be made to eliminate overt workplace hierarchical differences. In such countries workplace employee committees or other mechanisms that give employees direct input into the management of the organization are common. In high power distance countries more centralized, hierarchical, even autocratic decision-making structures are common.
Uncertainty Avoidance. High uncertainty avoidance cultures prefer clear rules procedures and structures. They value orderliness and predictability. Countries with low uncertainty avoidance have more “hang loose” attitude towards things.
Individualism vs. Collectivism. In highly individualistic cultures employees tend to be evaluated and rewarded in great measure for their individual achievements and performances. Society places a high value upo.
The growth of international business has affected human resource management globally. Companies must consider factors like culture, education, economic systems and political systems that differ between countries when planning HR strategies. When operating overseas, companies hire a combination of parent-country, host-country and third-country nationals. Selection of employees for foreign assignments is based on competency, communication skills, flexibility and willingness to adapt to new cultures. Training programs must help all employees adjust to working in foreign countries. Compensation becomes complex with differing pay structures between countries. Managing expatriates involves thorough preparation, cultural training and balancing compensation packages to maintain their standard of living.
Ch-1 Challenging context of International business.pdf021ShahVaizAshfaq
International business differs from domestic business in that firms operating across borders must consider forces from three environments: domestic, foreign, and international. Domestic firms only consider forces from their home country's domestic environment. Environmental forces include competitive, economic, socioeconomic, legal, political, cultural, technological, and labor factors. While management has some control over internal forces like resources and operations, it must adapt to changes in uncontrollable external forces to ensure survival and success in different country environments. Recent expansions of the European Union, for example, prompted firms to examine practices and relocate or establish new facilities within EU nations.
This document discusses human resource management in international organizations. It first presents different approaches companies can take to managing employees in foreign subsidiaries, including ethnocentric, polycentric, and geocentric approaches. It then examines the major functions of international human resource management, including recruitment and selection, development and training, performance evaluation, remuneration, and labor relations. For each function, it discusses challenges that arise when managing a multinational workforce from different cultural backgrounds.
Talent management is crucial for organizations to grow their human capital value. McDonald's talent management program, called LAMP, had five key components: executive assessment, individual development planning, leadership modules, executive education, and business improvement recommendations. The program helped McDonald's ensure they had the right people in the right positions. Bank of America's talent management strategy focused on attracting, retaining, and developing great leaders over three phases in an executive's first 36 months. The strategies aimed to align employees with company goals and create engagement, satisfaction, and a sense of pride in the organization. Both companies saw success through implementing formal talent management programs.
This document summarizes an organizational development course taken by Sabrina Yu at York University in 2014. The document discusses the evolving role of human resources in global organizations and some of the challenges of expatriation. It recommends that organizations improve expatriate selection methods by considering interpersonal skills in addition to technical competence. It also recommends formalizing repatriation programs and career support for returning expatriates to reduce turnover. Improving selection and support throughout the expatriation process can help organizations better leverage their human capital and investments globally.
Employees were surveyed about what factors are important in their careers. While work-life balance, job security, and financial rewards were universally rated as very important, there were differences among subgroups:
- Younger employees valued career advancement more than older employees.
- Women placed more importance on work-life balance, job security, and professional development than men, especially at early career stages.
- Asians and Europeans valued international opportunities far more than Americans.
However, what employees said was important did not always match what actually improved retention and commitment. Understanding these differences is key to attracting and retaining talent.
This chapter provides an overview of global human resource management. It discusses recruiting, selecting, training, compensating, and repatriating global employees. The chapter addresses strategy and global HRM fit, global assignments, cross-cultural training, adjustment challenges, and improving repatriation. It introduces key terms and concepts in global HRM and suggests review questions to enhance understanding.
This chapter provides an overview of global human resource management. It discusses recruiting, selecting, training, compensating, and repatriating global employees. The chapter addresses strategy and global HRM fit, global assignments, cross-cultural training, adjustment challenges, and improving repatriation. It introduces key terms and concepts in global HRM and suggests review questions to enhance understanding.
An Investigation on Self-Initiated Expatriation: Comparison with Traditional ...paperpublications3
This document provides an overview of a research paper that investigates self-initiated expatriation and compares it to traditional expatriation in the context of human resource management. It defines self-initiated expatriates as individuals who move to another country for work or living without being assigned by a company. The research aims to distinguish between self-initiated expatriates and traditional expatriates, compare their motivations and challenges, and examine how they can achieve successful expatriation with HR support. It outlines the objectives, research questions, and chapter structure and provides an introduction to the literature review on self-initiated expatriates and why they are becoming increasingly significant in filling international talent gaps.
Het is CRISIS, toch blijft het interessant om op de hoogte te zijn van Actuele Thema's op het gebied van Human Resource Management.
Thema's zoals: Werving en Selectie, Maatschappelijk Verantwoord Ondernemen, Gelijkheid en Diversiteit, Leiderschap en Management, Verander Management, Gezondheid en Welzijn. Thema's die aansluiten op IiP's New Choices.
300309 verzorgde in een inleiding waarbij Actuele Thema's in HR aan bod kwamen. De Rode Draad in de presentatie was het Investors in People Model.
Op de vraag 'Wat is nu het "Beste Moment" om de IiP 0-meting uit te voeren?' antwoordde ik:
'Mijn ervaring leert: er is nooit een Goed Moment, maar ook nooit een Slecht Moment. (nb; er is alleen het moment van uitstel).'
Kijken we naar Kondratieff (nb; economische golfbeweging) dan is er geen beter moment dan nu om te beginnen aan IiP, wil je straks na de Crisis de concurrentie op de arbeidsmarkt tenminste voor zijn......
1. The document summarizes five key trends impacting the future of work identified by SHRM expert panels: (1) demographic shifts towards a more global and aging workforce, (2) loss of middle-skilled jobs due to automation, (3) a skills gap between educational standards and employer needs, (4) increased globalization and remote work due to technology, and (5) new models of work like crowdsourcing.
2. For each trend, the document outlines expected changes for organizations and recommends how HR can prepare, such as offering flexible work and lifelong learning opportunities, partnering with educators, and learning to manage remote and contingent workers.
3. The document encourages readers to review this information
The dilemma facing MNCs is determining the extent to which their HR policies should be 'convergent' worldwide to be the same in each location or 'divergence' to differentiate in response to local needs. Brewster et al. (2002) argue that the success of IHRM depends on MNC practices.
This chapter discusses improving international assignments through effective selection, training, and retention of employees working abroad. It explains that as more companies conduct business globally, human resource management must adapt practices to different country contexts. Cultural, economic, legal and labor factors vary widely between nations and influence compensation, safety practices, and other HR policies. The chapter aims to help managers navigate these challenges and successfully deploy talent across borders.
This chapter discusses managing human resources in an international business context. It explains that more companies are conducting business globally and therefore need global human resource strategies. Some of the key challenges in international human resource management include deploying employees with the right skills globally, sharing knowledge across borders, and identifying and developing talent worldwide. The chapter outlines factors to consider for international assignments, such as candidate selection, cost projections, compensation plans, and cultural training. It also notes how labor laws and business conditions vary significantly between countries, presenting additional human resource challenges for multinational companies.
This document provides an agenda for an HR conference on innovation and "next practices" in global workforce management. The agenda includes sessions on developing a committed and agile workforce, expatriate programs, employment law trends in Latin America, business immigration law updates, embracing technology in corporate training, and a panel discussion on challenges and the outlook for global talent management. Speakers include experts from KPMG, Allign, Jackson Lewis LLP, Crown Relocations, Citibank, Bank of America, and HTH Worldwide.
This document provides an agenda for the "HR Innovation & 'Next Practices' in Global Workforce Management, International Assignments and Employee Mobility Policy" conference on August 13, 2009. The agenda includes keynotes on topics like developing a committed workforce, expatriate programs, employment law trends in Latin America, business immigration law updates, and embracing technology for corporate training. There will also be networking sessions and a panel discussion on challenges in global talent management. The event aims to facilitate idea exchange on innovative practices for managing an international workforce.
Similar to 5. Women represent an underutilized resource in interna-tion.docx (20)
Christian Schussele Men of ProgressOil on canvas, 1862Coope.docxtroutmanboris
Christian Schussele Men of Progress
Oil on canvas, 1862
Cooper Union, New York, New York
Transfer from the National Gallery of Art; gift of Andrew W. Mellon, 1942
NPG.65.60
Edward Sorel, “People of Progress” 1999, Cooper Union, New York, New York
Syllabus
The clerks of the Department of State of the United States may be called upon to give evidence of transactions in the Department which are not of a confidential character.
The Secretary of State cannot be called upon as a witness to state transactions of a confidential nature which may have occurred in his Department. But he may be called upon to give testimony of circumstances which were not of that character.
Clerks in the Department of State were directed to be sworn, subject to objections to questions upon confidential matters.
Some point of time must be taken when the power of the Executive over an officer, not removable at his will, must cease. That point of time must be when the constitutional power of appointment has been exercised. And the power has been exercised when the last act required from the person possessing the power has been performed. This last act is the signature of the commission.
If the act of livery be necessary to give validity to the commission of an officer, it has been delivered when executed, and given to the Secretary of State for the purpose of being sealed, recorded, and transmitted to the party.
In cases of commissions to public officers, the law orders the Secretary of State to record them. When, therefore, they are signed and sealed, the order for their being recorded is given, and, whether inserted inserted into the book or not, they are recorded.
When the heads of the departments of the Government are the political or confidential officers of the Executive, merely to execute the will of the President, or rather to act in cases in which the Executive possesses a constitutional or legal discretion, nothing can be more perfectly clear than that their acts are only politically examinable. But where a specific duty is assigned by law, and individual rights depend upon the performance of that duty, it seems equally clear that the individual who considers himself injured has a right to resort to the laws of his country for a remedy.
The President of the United States, by signing the commission, appointed Mr. Marbury a justice of the peace for the County of Washington, in the District of Columbia, and the seal of the United States, affixed thereto by the Secretary of State, is conclusive testimony of the verity of the signature, and of the completion of the appointment; and the appointment conferred on him a legal right to the office for the space of five years. Having this legal right to the office, he has a consequent right to the commission, a refusal to deliver which is a plain violation of that right for which the laws of the country afford him a remedy.
To render a mandamus a proper remedy, the officer to whom it is directed must be one to who.
Christian EthicsChristian ethics deeply align with absolutism. E.docxtroutmanboris
Christian Ethics
Christian ethics deeply align with absolutism. Ethical absolutism claims that moral principles do exist. According to Christians, God created moral absolutes. These absolutes can be seen in God’s revelation. God’s special and general revelation reveal his moral truths. This does not mean that only Christians can understand moral truths. Because humans are made in God’s image, they can recognize moral truths even if they do not believe in God
[1]
. These absolutes were instated by God. Therefore, they apply to all of humanity. This worldview is in direct opposition to the idea of relativism. Christian ethics cannot be viewed through a relativistic point of view. According to relativism, there is no moral truths. There is no absolute distinction between right and wrong within this way of thinking. Right and wrong can be decided by individuals or groups of people. Cultures decide what is right for themselves and their way of life. Even individuals have the ability to decide their own personal moral code. This can seem somewhat reasonable at times. Some things that were considered moral or immoral in the past are viewed differently today. Even with this understanding, Christians deny the idea of relativism. Christians hold to the belief that moral truths come from God. Therefore, these truths do not change. God himself never changes; therefore, his moral truths remain the same. According to Christian ethics, mankind is expected to hold to the moral absolutes mandated by God himself. This understanding is not compatible with relativism. Relativism makes no place of a God. From a relativistic point of view, mankind decides their own morality. Right and wrong are not fixed. In Christian ethics, right and wrong are permanently decided by the God of the universe.
The subjective aspects of Christian ethics can look similar to relativism. The areas that are somewhat subjective in Christian aspects are referred to as the liberties of a Christian. There are some matters that are not said to be morally wrong in the Bible. Some see these issues to be wrong; therefore, they are. Others do not find certain issues to be morally wrong. These individuals are claiming their Christian liberty. One of these issues is drinking alcohol. Some Christians believe that ingesting any amount of alcohol is morally wrong. According to the idea of Christian liberty, it would be wrong for the individuals who hold to this belief to drink alcohol. Others do not have this conviction and are not doing wrong by consuming alcohol. On the surface, the idea of Christian liberty can seem to be related to relativism, but upon closer inspection these ideas are not closely related. Christian liberty is a Biblical concept that harmonize well with the overall message of the Bible. Relativism is nowhere found in the Bible. The Bible is clear that there are universal moral laws. These laws are placed upon humanity by God himself. There are some areas where the Bible remain.
Christian Ethics BA 616 Business Ethics Definiti.docxtroutmanboris
Christian Ethics
BA 616 Business Ethics
Definition of Christian Ethics
A system of values based upon the Judeo/Christian Scriptures
Principles of behavior in concordance with the behaviors of Christian teachings
Standards of thought and behavior as taught by Jesus.
Discussion
What are some of the “ethical” attributes presented in the teachings of Jesus?
What are some ethical attributes presented in the teachings of other religious persons?
Quotes about Christian Ethics
Quotes on Christian Ethics
Recognize the value of work
“And when you reap the harvest of your land, you shall not reap your field right up to its edge, nor shall you gather the gleanings after your harvest. You shall leave them for the poor and for the sojourner: I am the Lord your God.” (Leviticus 23:22).
Do not give the poor the food, rather allow the poor to work for themselves
Discussion
What are examples of the value of work?
Today, some U.S. state governors are trying to get those “able bodied” individuals to work for welfare. They are meeting great resistance politically, why do you think this is?
The value of work
Confirmed by Elton Mayo
Fulfills social, psychological and economic needs of the individual
“If a man will not work, he shall not eat” (2 Thessalonians 3:10)
Christian Ethics
The fruit of a people that have inwardly committed their lives to Christ and are outwardly aligning their actions with His teachings.
“May the favor of the Lord our God rest on us; establish the work of our hands for us— yes, establish the work of our hands” (Psalms. 90:17).
Employees with a Christian Code of Ethics
Welcome accountability
Happy to show their efforts
A system of checks and balances
Sees possible training moment
Fosters collaboration with management
“Those who work their land will have abundant food, but those who chase fantasies have no sense” (Proverbs 12:11)
Employees with a Christian Code of Ethics
Not motivated by greed
Work is its own reward
Measure success in a non-monetary way
Seek payment for the work they do
Money is second to obedience
“Whatever you do, work at it with all your heart, as working for the Lord, not for human masters” (Colossians 3:23).
Employees with a Christian Code of Ethics
Are highly productive
Are work focused
Work hard throughout the day
Find value in completing assigned tasks
Understand that they are there to work
“Diligent hands will rule, but laziness ends in forced labor” (Proverbs 12:24).
Employees with a Christian Code of Ethics
Have a strong work ethic
Believe in a Biblical perspective of work
Reliable
Recognize the value of work
Relate their job to their faith
“All hard work brings a profit, but mere talk leads only to poverty” (Proverbs 14:23)
Employees with a Christian Code of Ethics
Bring a cooperative spirit to the workplace
Supportive of management
Strong contribu.
CHPSI think you made a really good point that Howard lacks poli.docxtroutmanboris
CH/PS
I think you made a really good point that Howard lacks political aspects-especially for presidency. I have no heard his speeches quite yet (since I tend to stray away from politics altogether because people are so aggressive), do you think he is a great leader-type and is he charismatic at all? Great leaders, especially for presidency, should be honest, charismatic, and not only cater to the audience's needs but to the entire country's needs without sugar coating things.
Also, I am not sure what you mean by "In order to improve his leadership style, Jeff should change his model of carrying out business activities. This is because it can be copied and imitated by other companies (Mauri, 2016)".- how can it be imitted by other companies? In what way?
Do you think Jeff Bezos is a bad leader? and why?
CH/AR
I found your comparison of Howard Schultz and Jeff Bezos interesting and compelling. When I was looking at the list of leaders to select from, it was staggering to me how many of the corporate leaders have run or are planning to run for political office. I'm not sure, given our current political environment, that running a large corporation is the right background and experience for the leader of the United States. We'll see what happens in the next year and a half!
Amazon is an amazing, transformative company to watch. I work in the financial services industry and one of our leaders recently described our competition not as other financial services firms but as Amazon. Financial services firms pretty much all offer the same products and services and at a very reasonable price point. Amazon, however, has excelled in service delivery. I would imagine that at sometime in the future, Amazon will partner with a financial service firm to deliver products and services. I'll admit that I was and still am skeptical about Amazon's purchase of Whole Foods, but Bezos seems to be up for trying just about anything.
In your analysis of the two leaders, you didn't mention directly the challenges faced by either the leaders or the organization. Last year, Starbucks was all over the news regarding the incident involving two African American gentlemen and how they were treated by a manger at Starbucks. I'm curious how you or others in the class through about how Schultz led the organization through that crisis. Bezos, as well, has not been immune to controversy with his recent affair and divorce becoming public. How do the personal lives and behaviors of leader impact the organizations they lead? Should it matter?
SO
The first leader I chose to research is Sundar Pichai, the CEO of Google. Sundar began to show in interest in technology at an early age, and eventually earned a degree in Metallurgy, and an M.B.A from the Wharton School of the University of Pennsylvania. He then began working at Google in 2004 as the head of product management and development (Shepherd). From there, he assisted in the development of many different departme.
Chosen brand CHANELStudents are required to research a fash.docxtroutmanboris
Chosen brand:
CHANEL
Students are required to research a fashion brand of their choice and analyze its positioning strategy in the market.
● The report will assess students’ ability to collect data, in an efficient manner and use this data to scrutinise the marketing aspects of a fashion brand.
● The report will be covering the following subjects:
1. Analysis Of The Macro And Micro-environment of the brand.
2. Positioning Strategy Of The Brand: Target Customer(Pen Portrait)
3. Competitor Analysis.
4. Critical evaluation of the marketing communications strategy of the brand
supporting the development of the individual report, using relevant PRIMARY and SECONDARY RESEARCH.
NB: Please kindly devise a survey (Google forms) and make up some responses to it so as to then incorporate PRIMARY results into the report. Thanks
see attached file
word count: 2000 words
.
Chose one person to reply to ALBORES 1. Were Manning’s acti.docxtroutmanboris
Chose one person to reply to:
ALBORES
1. Were Manning’s actions legal under the Foreign Corrupt Practices Act, and what are the possible penalties for violating the act?
The Foreign Corrupt Practices Act states (1977) “It shall be unlawful for any issuer...to offer, payment, promise to pay, or authorization of the payment of any money, or offer, gift, promise to give... “. Manning assumed the duty of an issuer because he attended dinner with the prime minister to discuss the contract. Then, Manning offered to fly the prime minister to New York, which he then promised to pay for all of the prime minister's expenses. However, according to the Foreign Corrupt Practices Act (1977) a promise or offer is acceptable if the expense was ”reasonable and bona fide expenditure, such as travel and lodging expenses, incurred by or on behalf of a foreign official… was directly related to the promotion, demonstration, or explanation of products or services”. Manning promised to fly out the prime minister because he wanted to “discuss business further” (UMUC, 2019). Further, Manning used company funds to take the prime minister to luxurious activities and restaurants because he wanted to retain the contract from the prime minister.
Even though Manning did not directly give money to the prime minister, he authorized payment for the prime minster’s two-week stay, which did not involve discussing the contract. Out of the two weeks, business was only conducted for a day. In addition, Manning can be held responsible for bribing the customs officials at Neristan. According to the Foreign Corrupt Practices Act (1977), it is unlawful to influence “any act or decision of such foreign official in his official capacity... omit to do any act in violation of the lawful duty of such official”. Manning influenced the customs officials because Manning gave each custom official $100 to clear the shipment. Custom officials act on behalf of the Neristan government and sometimes require large shipments to be inspected. Manny will likely be held responsible for offering payment to the customs officials in exchange for expediting the company’s shipment.
If Manning violated the Foreign Corrupt Practices Act, he could face imprisonment. Also, the company may have to pay the penalty. The penalty for violating the act is “a fine of up to $2 million per violation. Likewise, an individual may face up to five years in prison and/or a fine of $250,000 per violation of the anti-bribery provision” (Woody, 2018, p. 275).
2. Were Manning’s actions legal under the UK Bribery Act and what are the possible penalties for violating the act?
Based on the UK Bribery Act (2010), an individual is guilty of bribing an official if “intention is to influence F (government official) in F's capacity as a foreign public official...intend to obtain or retain business, or an advantage in the conduct of business.”. Manning bribed the prime minister because he stated: “If, after we are done conducting busi.
Choosing your literary essay topic on Disgrace by J. M. Coetzee .docxtroutmanboris
Choosing your literary essay topic on
Disgrace
by J. M. Coetzee is the first step to writing your literary analysis paper.
After reading the novel, you should be able to decide in which direction you'd like to take your paper.
Topics/ approaches
(Focus on only one of the following, though some may overlap):
Analyze one of the minor characters, such as Petrus.
Example
: Analyze not only the chosen characters' personality but also what role they played in advancing the overall theme of the novel.
The protagonist's conflict, the hurdles to be overcome, and how he resolves it.
Examples:
It could be hope for change, both in South Africa and in David Lurie. OR: the disgrace David Lurie has suffered over the affair with a student and how that matches the disgrace South Africa has suffered through apartheid.
The function of setting to reinforce theme and characterization.
Example
: post-apartheid South Africa is a setting arguably more important than anything else in the novel. Your outside sources would be a bit of history concerning apartheid.The use of literary devices to communicate theme: imagery, metaphor, symbolism, foreshadowing, irony
Symbolism in the novel--
Examples:
Determine if David Lurie represents the old, white authorities of South Africa, while Lucy represents the new white people of South Africa. OR: Analyze what dogs symbolize in this story. Another example: What is symbolized by the opera David Lurie is writing on Byron?
Careful examination of one or more central scenes and its/their crucial role in plot development, resolution of conflict, and exposition of the theme.
Example:
Analyze one or more scenes in which hope that change for the better is possible through a character's remorse and subsequent action, for example, the scene in which David Lurie apologizes to the parents OR the scene in which Lucy gets raped.
The possible issue to be addressed in introduction or conclusion:
Characteristics that make the work typical (or atypical) of the period, the setting, or the author that produced it. For this information, you must go to a library database (you must read "How to Access Miami Dade Databases" if you don't know how) or a valid search site, such as Google Scholar (there is often a fee for this one).
Do
not
open or close with biographical material on the author. Biographical material is important as it influences the author’s writing only and should not be a focus of your paper.
Guidelines for Literary Essay
Be aware that you will be writing about a novel, which in its broadest sense is any extended fictional narrative almost always in prose, in which the representation of character is often the focus. Good authors use the elements of fiction, such as plot, theme, setting etc. purposefully, with a very clear goal in mind. One of the paths to literary analysis is to discover what the author's purpose is with each of his choices. Avoid the problem th.
Choosing your Philosophical Question The Final Project is an opp.docxtroutmanboris
Choosing your Philosophical Question
The Final Project is an opportunity for you to investigate one of the discussion questions to a much greater degree than in the forums. For your Final Project you will choose a philosophical question (stage 1), conduct an analysis of the claims and arguments relevant to the question by reading the primary texts of the philosopher (stage 2), and then take a position on the chosen question and offer an argument in support of your position (stage 3).
For this first stage of your Final Project assignment, (a) choose a question that appears as a discussion question (listed below, with some exceptions). You may choose one that you have previously begun to answer in the discussion forums, or one that you have yet to consider, then (b) explain briefly why you are interested in exploring this philosopher, the primary text and the question further. Submit this assignment on a Word .docx.
Week Four: Philosopher: Thomas Aquinas, Primary Text: Summa Theologica, Part 1, Question 2, Article 1-3
Q1. Does God really exist?
Question to write on, and answer the question fully in all its parts. Be mindful of the question. You are making a claim about something and offering support for it. Try to use examples from the Primary Texts you have read and/or your own experiences in that support.
DISCUSSION QUESTION CHOICE #1: Philosophy of Religion. Study Aquinas' five "ways" of demonstrating God's existence in the learning resources then engage in the study of ontology by examining your belief in God:
Answer the question: Does God really exist?
Use Aquinas and your own reasoning in your argument.
Kreeft, Peter. A Shorter Summa: The Essential Philosophical Passages of St. Thomas Aquinas'
Summa Theologica, Ignatius Press (San Francisco, 1993), chapter II.
Summa Theologica, Part 1, Question 2, Articles 1-3
The Existence of God
Because the chief aim of sacred doctrine is to teach the knowledge of God, not only as He is in
Himself, but also as He is the beginning of things and their last end, and especially of rational
creatures, as is clear from what has been already said, therefore, in our endeavor to expound this
science, we shall treat: (1) Of God; (2) Of the rational creature’s advance towards God; (3) Of
Christ, Who as man, is our way to God.
In treating of God there will be a threefold division: For we shall consider (1) Whatever concerns
the Divine Essence; (2) Whatever concerns the distinctions of Persons; (3) Whatever concerns the
procession of creatures from Him
Concerning the Divine Essence, we must consider: (1) Whether God exists? (2) The manner of His
existence, or, rather, what is not the manner of His existence; (3) Whatever concerns His
operations — namely, His knowledge, will, power.
Concerning the first, there are three points of inquiry: (1) Whether the proposition “God exists” is
self-evident? (2) Whether it is demonstrable? (3) Whether God exists?-
FIRST ARTICLE
Whether the Existence .
Choosing Your Research Method in a NutshellBy James Rice and.docxtroutmanboris
Choosing Your Research Method in a Nutshell
By James Rice and Marilyn K. Simon
Research Method Brief Type
Action research Participatory ‐ problem identification, solution,
solution review
III
Appreciative inquiry Helps groups identify solutions III, IV
Case Study research Group observation to determine how and why a
situation exists
III
Causal‐comparative research Identify causal relationship among variable that
can't be controlled
IV
Content analysis Analyze text and make inferences IV
Correlational research Collect data and determine level of correlation
between variables
I
Critical Incident technique Identification of determining incident of a critical
event
III
Delphi research Analysis of expert knowledge to forecast future
events
I, IV
Descriptive research Study of "as is" phenomena I
Design based research/ decision analysis Identify meaningful change in practices II
Ethnographic Cultural observation of a group
Evaluation research Study the effectiveness of an intervention or
program
IV
Experimental research Study the effect of manipulating a variable or
variables
II
Factor analysis Statistically assess the relationship between large
numbers of variables
I
Grounded Theory Produce a theory that explains a process based on
observation
III, IV
Hermeneutic research Study the meaning of subjects/texts (exegetics is
text only) by concentrating on the historical
meaning of the experience and its developmental
and cumulative effects on the individual and society
III
Historical research historical data collection and analysis of person or
organization
IV
Meta‐analysis research Seek patterns in data collected by other studies and
formulate principals
Narrative research Study of a single person's experiences
Needs assessment Systematic process of determine the needs of a
defined demographic population
Phenomenography Answer questions about thinking and learning
Phenomenology Make sense of lived experiences of participants
regarding a specified phenomenon.
III, IV
Quasi‐experimental Manipulation of variables in populations without
benefit of random assignment or control group.
II
Q‐method A mixed‐method approach to study subjectivity ‐
patterns of thought
I
Regression‐discontinuity design (RD) Cut‐off score assignment of participants to group
(non‐random) used to study effectiveness of an
intervention
II
Repertory grid analysis Interview process to determine how a person
interprets the meaning of an experience
I
Retrospective record review Study of historic data collected about a prior
intervention (both effected and control group)
II
Semiology Studies the meaning of symbols II, III
Situational analysis Post‐modernist approach to grounded theory
(holistic view rather than isolated variables) by
studying lived experiences around a phenomenon
Trend Analysis research Formulate a f.
Choose two of the systems (education, work, the military, and im.docxtroutmanboris
Choose
two
of the systems (education, work, the military, and immigration). Explain how they fit into the domain of social work and the social justice issues social workers should be aware of in these systems.
How does the education, military, workplace, or immigration system rely on social workers?
What is one social justice issue found in education, the military, the workplace, or immigration that influences the practice of social work?
.
Choose two disorders from the categories presented this week.C.docxtroutmanboris
Choose
two disorders from the categories presented this week.
Create
a 15- to 20-slide Microsoft® PowerPoint® presentation that includes the following:
Describes the disorders and explains their differences
Discusses how these disorders are influenced by the legal system
Discusses how the legal system is influenced by these disorders
Include
a minimum of two peer-reviewed sources.
Format
your presentation consistent with APA guidelines.
Submit
your assignment.
*3 slides on How is the legal system influenced by schizophrenia with speaker notes*
.
Choose ONE of the following topics Length 750-900 words, .docxtroutmanboris
Choose
ONE
of the following topics
Length:
750-900 words, double spaced, 12 pt. font
Identify the different forms of religious groups that are comprised in the typology outlined by the classic sociologists of religion. Explain the basic characteristics of each and provide examples.
Establish a distinction between the popular misuses of the term "myth" and its meaning in the scholarly context of Religious Studies. Explain the functions of myth according to the scholar Joseph Campbell.
.
Choose one of the following topicsAmerica A Narrative.docxtroutmanboris
Choose
one
of the following topics
America: A Narrative History
notes Thomas Jefferson's election to the presidency set the tone of "republican simplicity". In what ways was this still true in 1850 following the "Market Revolution" and in what ways was it not?
Connect the technological improvements in water transportation of the early 19th century to the territory acquired in the LA Purchase.
.
Choose one of the following topics below. Comparecont.docxtroutmanboris
Choose
one
of the following topics below.
Compare/contrast the role women played in Puritan Society in colonial Massachusetts with their role in the Great Awakening of the 18th century.
Why is the Declaration of Independence considered historically as a product of the Age of Enlightenment?
500 words
.
Choose one of the following topics below. Comparecon.docxtroutmanboris
Choose
one
of the following topics below.
Compare/contrast the role women played in Puritan Society in colonial Massachusetts with their role in the Great Awakening of the 18th century.
Why is the Declaration of Independence considered historically as a product of the Age of Enlightenment?
requirement of this assignment
Write a 500 word essay
.
Choose one of the states of RacialCultural Identity Development.docxtroutmanboris
Choose one of the states of Racial/Cultural Identity Developmental Model and reflect on how you will intervine with a client in that stage.
Stages:
Conformity
Dissonance and Appreciating
Resistance and immersion
Introspection
Integrative Awareness
.
Choose one of the following topicsNative AmericansWomenEnvi.docxtroutmanboris
Choose
one of the following topics:
Native Americans
Women
Environment
Latin Americans
Sexual liberation
Read
at least three different newspaper articles between 1968 and 1980 that cover important changes affecting your topic. In the University Library, use the ProQuest
®
historical newspaper archive (available under
General Resources > ProQuest >
Advanced Search
>
Search Options
>
Source Type
), which includes the following major newspapers, among others:
New York Times
Washington Post
Wall Street Journal
Los Angeles Times
Christian Science Monitor
Write
a 700- to 1,050-word paper in which you describe the status of the chosen group or idea and how that group or idea was affected by the changes brought about during the 1960s. Include information gleaned from the newspaper articles as well as other material.
.
Choose one of the following films for review (with faculty’s appro.docxtroutmanboris
Choose
one of the following films for review (with faculty’s approval). Put yourself in the movie by choosing one character to follow. What cultural issues would you face? What are cultural challenges? Write a short paper describing the film and your observations. Present your findings in class.
•
Secret Lives of Bees
•
Chocolate
•
Under the Same Moon
•
Maid in Manhattan
•
Walk in the Clouds
•
Get Rich or Die Trying (Gang Culture
) "I like this one"
•
Mu
lan
•
Mississippi Burning
•
A Time to Kill - "
I Also like this one
"
•
Only Fools Rush In
.
Choose and complete one of the two assignment options.docxtroutmanboris
Choose
and
complete
one of the two assignment options:
Option 1: Forecasting Comparison Presentation
Identify
a state, local, or federal policy that impacts your organization or community.
Create
an 8- to 10-slide Microsoft® PowerPoint® presentation in which you complete the following:
Describe how forecasting can be used to implement this policy and highlight any limitations of the usage of forecasting.
Compare and contrast the different forms of forecasting used to aid decision-makers when evaluating policy outcomes.
Discuss the types of information needed to ensure forecasts are accurate.
Analyze the relationship between forecasting, monitoring of observed policy outcomes, and normative futures in goals and agenda setting.
Include
speaker notes with each slide. The presentation should also contain and at least four peer-reviewed references from the University Library.
I live in Lawrence, KS if you can find a policy within this community.
.
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
5. Women represent an underutilized resource in interna-tion.docx
1. 5. Women represent an underutilized resource in interna-
tional management. A major reason for this situation is
the assumption that culturally based biases may limit
the opportunities and success of female managers and
employees.
6. The labor relations environment, system, and processes
vary around the world and affect how the international
Discussion Questions
1. What steps can the company's IHRM department take to
maxi-
mize the effectiveness of the expatriate's assignment and the
long-
term benefit to the company?
2. Discuss the role of reverse culture shock in the repatriation
process. What can companies do to avoid this problem? What
kinds of skills do managers learn from a foreign assignment,
and how can the company benefit from them? What is th e
role of repatriation in the company ' s global competitive
situation?
Application Exercise
Interview one or more managers who have held positions over-
seas. Try to find a man and a woman. Ask them about their
experiences both in the working environment and in the foreign
country generally. How did they and their families adapt? How
Experiential Exercise
Form groups of six students, divided into two teams, one rep-
2. resenting union members from a German company and the
other representing union members from a Mexican company.
These companies have recently merged in a joint venture, with
the subsidiary to be located in Mexico. These union workers,
all line supervisors, will be working together in Mexico. You
Internet Resources
Visit the Deresky Companion Website at
www.pearsonhighered.com/deresky for this chapter's Internet
resources.
r -- _J 4..- ..,
CASE STUDY
Expatriate Management at AstraZeneca
CHAPTER 10 • DEVELOPING A GLOBAL MANAGEMENT
CADRE 32 5
manager must plan strategy and maximize the productiv-
ity of local human resources .
7. Labor unions around the world are becoming increas-
ingly interdependent because of the operations of MN Cs
worldwide, the outsourcing of jobs around the world, and
the "leveling of the playing field" for jobs.
3. What are the reasons for the small numbers of female
expatriates?
What more can companies do to use women as a resource for in-
ternational management?
4. What is a virtual global management team? How do the
members
interact? Discuss the advantages and the challenges faced by
these
teams. Give some suggestions as to how to maximize the effec-
3. tiveness of virtual teams across borders.
5. Discuss the reasons behind the growing convergence and
interde-
pendence of labor unions around the world.
did they find the stage of reentry to headquarters, and what
were the effects of the assignment on their career progression?
What differences do you notice, if any, between the experiences
of the male and the female expatriates?
are to negotiate six major points of agreement regarding union
representation, bargaining rights, and worker participation in
management, as discussed in this chapter. Present your findings
to the other groups in the class and discuss. (It may help to read
the Comparative Management in Focus: Motivation in Mexico
feature in Chapter 11.)
Over the years, AstraZeneca Pie (AstraZeneca) has developed a
strong reputation for its expatri-
ate management practices. Expatriate management at
AstraZeneca went beyond tackling issues
such as compensation, housing, issues related to the spouse's
career abroad, etc. It also took care
to ensure that employees on international assignment were able
to adapt well to the new environ-
ment and achieve a work/life balance. With the global economic
situation continuing to be grim,
AstraZeneca also began placing emphasis on a "more thoughtful
planning and selection process"
of candidates for international assignments. 1
326 PART 4 • GLOBAL HUMAN RESOURCES
MANAGEMENT
4. Source: Deloitte Services LP.
AstraZeneca is the world's fifth-largest pharmaceutical company
by global sales.2 It is
headquartered in London, UK and Sodertalje, Sweden. For the
year 2008, AstraZeneca's
revenues were US$31.6 billion and it employed around 66,000
employees. As of 2009,
AstraZeneca had around 350 employees working on
international assignments in 140 coun-
tries worldwide. These were employees who were on short-term,
long-term, or commuter as-
signments.3 According to Ashley Daly (Daly), senior manager
of international assignments
for AstraZeneca in the U.S., the company's employees were
mainly concentrated in Belgium,
the U.S., and the UK, but they "also have a significant presence
in the Asia-Pacific and Latin
America regions." 4 AstraZeneca's policy stipulates that for any
international assignment, there
had to be a business rationale. The company saw to it that the
costs involved were acceptable,
and that the career management of the employee during the
assignment was consistent with
personal development goals as well as business needs . The
contractual arrangements for the
assignment were also centrally managed. 5 "From the outset, if
there is not a clear sense of how
the international assignment experience cart be applied at the
end of the assignment term-at
least in broad terms-the business should strongly consider
whether an international assign-
ment should even move forward," 6 said Daly.
Once an assignment offer was made to a potential expat,
5. AstraZeneca paired them up with
an international assignment manager ("IA manager"), who
briefed them on company policy
and opportunities for cultural and language training. Before
leaving for their international
assignment, employees were provided training in a workshop
that focused on relevant issues
(such as leaving the destination location and returning back to
the home country). The expats
were given information about the culture of the destination
country-particularly differences
with the home country-as well as social considerations and do's
and don'ts. If necessary, the
employee and his/her spouse were given training in the local
language. Tessi Romell (Romell),
research and development projects and HR effectiveness leader
at AstraZeneca, said that the
company also helped connect new expats with those who had
already served in that location.
Sometimes, follow-up workshops were held in the host country.
Once on assignment, expats
stayed in touch with their IA manager in addition to the
manager they reported back to in the
home country. AstraZeneca saw to it that expats were given the
necessary flexibility required
for them to achieve a work/life balance. "AstraZeneca is really
good at allowing people to man-
age their own time and being aware that we are working across
different time zones. It's always
something that we try to take into consideration so we don't
have people [taking care of work
matters] in the middle of the night,"7 said Romell.
With AstraZeneca taking various initiatives on this front, there
were few complaints about
6. work/life balance among the company's expat population.
Romell attributed this to the mecha-
nisms the company had put in place to prepare the employees
for life in a different country. "It's a
combination of things that the company is doing and having a
culture that is supportive of work/
life balance, as well as encouraging individuals themselves to
think about their own work/life
balance,"8 she said. Experts too felt that the practices followed
by AstraZeneca, such as prepar-
ing the employees for international assignments, providing them
with support, and assigning IA
managers, were effective. They lauded AstraZeneca's practices,
which were in contrast to those of
many companies that rushed employees to foreign assignments
without adequate support. Chris
Buckley, manager of international operations for St. Louis-
based Impact Group Inc., pointed out
that the expats knew that the organization was spending a lot of
money on them and they might
be wary about coming up with any complaints regarding their
new assignment with their boss. In
such a scenario, contact with the IA manager was useful, as it
could encourage them to open up.
CHAPTER tO • DEVELOPING A GLOBAL MANAGEMENT
CADRE 327
With the economic situation around the globe continuing to be
grim, experts felt that organi-
zations would be forced to take a second look at the costs
associated with international staffing.
Some felt that organizations would send fewer people on
international assignments, or allot them
7. to shorter terms abroad.- They even predicted that the high
compensation and benefits gener-
ally associated with foreign assignments could also see cuts.
While AstraZeneca had also taken
measures to cut costs (specifically tax costs) by sending
employees on short-term assignments,
Daly noted that this was not always possible. When the expat
had a family and was being posted
for a longer term, Daly pointed out that some of the elements of
AstraZeneca's expat packages,
such as comprehensive destination support and educational
counseling for expatriate children,
played a critical role in ensuring the employee's productivity.
These supports ensured that the
expatriate family was able to settle down in the host country.
Not providing them could result in
employees not being able to focus on their new job, putting the
company's investment at risk.
So, the company was not looking at this issue in terms of
expenditures alone. The company also
did not have any plans to decrease the number of its staff
deployed internationally. According to
Daly, "Our recent focus has been less on reducing numbers of
international assignees and more
on making the right decisions about who goes on assignment;
why they go; and perhaps most
important, how the skills and experience gained abroad will be
leveraged in their next role, post
assignment."9
Case Questions
1. Critically analyze AstraZeneca's expatriate management
practices.
2. According to the 2007 Expatriate Work/Life Balance Survey,
65 percent of expats report feel-
8. ing the strain of managing the demands of work and home,
leading to more anxieties at home
and at the workplace. What steps can an organization take to
mitigate this?
3. What decisions related to expatriates can organizations take
to maximize the benefits to the
company despite the ongoing economic recession? Do you think
a company that paid more
careful attention to selection could further boost their chances
of success?
References
1. Tanya Mohn, "When U.S. Home Isn't Home Anymore,"
www.mydigitalfc.com, March 10,
2009.
2. "The Pharm Exec 50," www.phannexec.com, May 2009.
3. www.ideas.astrazeneca.com.
4. Susan Ainsworth, "Expatriate Programs," http://pubs.acs.org,
April 6, 2009.
5. "AstraZeneca Global Policy: People," www.astrazeneca.com.
6. Susan Ainsworth, "Expatriate Programs," http://pubs.acs.org,
April 6, 2009.
7. Julie Cook Ramirez, "Finding Balance Abroad,"
www.hreonline.com, August 1, 2009.
8. Julie Cook Ramirez, "Finding Balance Abroad,"
www.hreonline.com, August 1, 2009.
9. Susan Ainsworth, "Expatriate Programs," http://pubs.acs .org,
April 6, 2009.
Suggested Readings
1. Julie Cook Ramirez, "Finding Balance Abroad,"
10. Phases I and II were designed to assist you in beginning to
analyze major components or
factors that ultimately affect the Information Governance Plan
that you design for Merchant Bank
of America.
INSTRUCTIONS FOR PHASE III
It is your task to now add the “content” to the outline for the
Information Governance
Plan/Program. That is you are to prepare an Information
Governance Policy/Program for
Merchant’s Bank of America, as it pertains to the bank’s
Merchant Customers who allow
their customers to buy on credit using their credit cards, for
which they maintain a checking
account in your company, MBA’s, banking institution.
Recall, for each of your merchant customers who are engaged in
credit card sales, at the
time SCP deposits Merchant Bank of America’s credit card
processing fee into MBA’s account,
and deposits MBA’s merchant payment amount into the
merchant’s bank account with MBA, SCP
11. will also provide MBA (your employer) with the details of each
transaction. At the end of the
month, MBA will provide its merchant customers (depositors)
with detailed information for each
transaction. After all, the amount deposited into the merchant
customer’s bank account held with
MBA will certainly show up as a “MERCHANT BANK
DEPOSIT”. That is, it will appear on the
merchant customer’s bank statement as a deposit. For every
single transaction wherein your
merchant customers have allowed their customer to purchase
something on credit using their credit
card, you will get the detail of the transaction. SCP will send
you the name of your merchant
customer (depositor), their account information, the name and
credit card information and
transaction information for each customer of your merchant who
made a credit card purchase. The
information you are provided will also include the dates of each
transaction, the name and relevant
information for the credit card holder’s Issuing Bank, that
bank’s interchange fee charged for the
transaction, SCP’s fee charged, the fee that SCP withheld from
your merchant customer’s sales
12. proceeds for you MBA’s fee, and the net amount deposited into
your merchant customer’s
checking account.
Your IG program must protect sensitive information and must
comply with the law
regarding what you can and cannot retain and/or share. It must
also be complaint with PCI DSS.
You want a program that will allow you to identify information
early that is required for legal
holds, but you do not want to retain information beyond the
required period of time. All IG policies
or programs are somewhat different and unique to the industry
and to the organization. Here, your
IG program will be unique to MBA, its Merchant Customers,
and their credit card holding
customers.
There are a number of sample Information Governance
Policy/Program templates and
samples on the internet. Attached to the end of this document is
13. just one sample Information
Governance Framework template that was copied verbatim from
the website
https://www.infogovbasics.com/creating-a-policy/. This
framework gives you an idea of the
minimum items that might be included generally in an IG Plan.
Please take into consideration that
it may not be complete for your industry or organization.
I have downloaded and saved for your review in the CONTENT
section, subdirectory on
SEMESTER PROJECT¸ subfolder SAMPLE IG PLANS a few
samples from the internet. You
may review them for a flavor of how different IG Plans may be
for organizations in the same
industry, and even for companies managed by the same
organization. Also, please feel free to
browse the internet to get a flavor for what an actual IG
Policy/Program might look like. Also,
take into consideration the requirements promulgated by the PCI
DSS security council. If you
desire, you may use the template attached to the end of this
document as GENERAL outline for
how you might choose to format your IG Policy/Program for
14. MBA, but remember you will need
to make modifications that will make it suited for the industry
and specifically for MBA, as it
applies to its merchant customers.
It is certainly not a requirement that you use either the attached
sample as a guideline for
formatting your own IG Policy/Program, or that you use
anything that you may find on the internet.
You may design your own format for an IG Policy/Program for
MBA that is far superior to
anything that you find online. If that is the case, then use your
own model! It makes no difference
how you arrived at the final format you use for the IG
Policy/Plan/Program that you submit, as
long as you give credit to all source(s), that you looked to in
formulating or designing your IG Plan
or any portion of your plan.
The sample at the end of this document is merely attached for
your convenience as one
example of the minimum type of information that might be
contained in your IG policy/program.
Do as much research from all sources you have access to or can
15. locate to determine how you want
to format your own IG Policy/program, and the types of things
you will include. If you decide to
use the attached sample, or anything you find on the internet,
you are required to customize either
to meet the distinct characteristics and needs of MBA and to
add the detail required. Please know,
this assignment DOES NOT consist of submitting an outline for
MBA. This assignment is to
submit “THE” Information Governance Plan for MBA, complete
with detail.
That is, please do not misconstrue the sample/example format
attached hereto or any
outlines that you find on the internet that are generic in nature.
Those are merely outlines for what
I am asking you to develop in this assignment. They are
skeletons that contain only headings for
the content that you will include in the IG Policy/Plan/Program
that you develop in Phase III. That
is, what follows is merely an Information Governance
Framework.
The purpose of the Information Governance framework is to
formally establish an
16. organization’s approach to Information Governance. No two
Information Governance programs
are the same, so each framework will be unique to the
organization but any program should, as a
minimum, cover the following areas.
https://www.infogovbasics.com/creating-a-policy/
https://www.infogovbasics.com/creating-a-policy/
In other words, in Phase III, you must include actual content or
provide instruction for a
minimum of the sections listed below, and include your own
additional subsections where
appropriate. For example, should you find an example or
sample IG Program/Policy/Program
similar to the following framework you should interpret it as
follows:
Roles and Responsibilities
Use sentence here that talks about the Roles and
Responsibilities of those responsible for the IG
Plan/Program/Policy. The first major section of most
frameworks clearly defines key roles of the
individuals responsible for implementation, audit, update,
17. accountability and revision of the IG
plan for the organization, and the responsibilities for each, and
may include:
Information Governance Committee: Description of the
representatives of the committee goes
here, followed by a description of their roles and
responsibilities.
Information Governance Team:____
Information Risk Management:____
Information Asset Management:___
Records Manager:____
Line-of-Business Managers:____
Employees:____
“Roles and Responsibilities” is merely a category or heading for
one portion of the IG
policy/program that you design. The section that reads, “Use
sentence here that talks about the
Roles and Responsibilities of those responsible for the IG
Plan/Program/Policy. The first major
section of most frameworks clearly defines key roles of the
individuals responsible for
18. implementation, audit, update, accountability and revision of
the IG plan for the organization, and
the responsibilities for each, and may include:” is nothing more
than an instruction from me to
you describing the section. It is more of a tip from me to you,
and is not to be construed as the
actual content for your IG Program/Policy/Plan. Then the 7
lines that follow are just examples of
what might be key players in this particular example. In your
IG Plan that you submit to me, if
you have a section that looks like this, then you must also
include an actual description of the roles
and responsibilities for each entity/position that you have listed.
You will not include in your IG
policy/program that you design the descriptions of what each
category is used for as I did in my
example to you.
Please use entire sentences rather than phrases in your IG
Program/Plan/Policy (whichever
you choose to call it). Remember that I said I want you to use
complete sentences, and complete
paragraphs where applicable. Please do not just give me listings
like that which is included in the
outline for Roles and Responsibility example above. DO NOT
19. GIVE ME BULLETED ITEMS
with no descriptions or explanations in sentence form. The IG
policy/program that you submit
should be so much more than just bullet items followed by
phrases (or nothing at all). You will
lose a significant number of points if you ignore this
instruction. Phase III is not conducive to
using the APA format or any other similar format. Use your
own formatting but make sure that
you follow my guidelines and do not simply give me bullet
items or lists with no explanation of
what it is or why you are including it in your list.
Please, do not attempt to plagiarize or copy another IG policy
that you find on the internet
(or anywhere else). Remember, I will run the IG Policy that
you submit through a plagiarism
checker that will compare it with others on the web and with
those of the other students in the
class. Where a match is found, the source is also disclosed. In
addition, your paper will be broken
down and will display the percentage of your entire paper was
plagiarized from a source other than
20. your own independent creation. If you use anything from an IG
policy that you find on the Internet,
please give credit to the source so that the plagiarism issue will
not come up. If you and another
student both copy directly from the same outside source, but do
not give credit to that source, there
are times when the plagiarism checker will tag your paper as
being identical to that of the other
student. And the other student’s paper is identified as being
plagiarized from the outside source.
So, if you use anything from an outside source, please cite to
the source and provide me with the
source so that I may look at the source to see just how similar
your work is.
The IG Policy that you develop should be specific to Merchant
Bank of America, and
designed specifically to meet the organizational needs, and
should be limited in scope to MBA as
it applies to its Merchant customer. (What I mean by this is
that while MBA is a commercial bank
with for example, a loan department, your IG Program, will not
address that department as it does
not impact the credit card function of MBA’s merchant
21. customers.) Explain any decisions or
assumptions you have made for MBA that were not outlined in
the description of the company.
This phase (phase III) of your project is due no later than at
11:30 p.m. Eastern Standard
Time on Sunday, February 24, 2019. Make sure to submit the
project in WORD format. Use 1
inch top, bottom, left and right margins on each page. Include a
cover page that will contain the
Course name and number, semester term, your full name,
student id, and the title of your paper:
This portion of the semester project is worth 15% of the overall
grade.
You should submit this assignment using iLearn. Go to the
content section where you will
see a folder labeled “SEMESTER PROJECT. Select that folder.
You will then see a subfolder for
PHASE III, and in that the instructions and link for uploading
Phase III in the form of a WORD
document.
22. Again, this assignment must be submitted no later than 11:30
p.m. Eastern Standard Time
on Sunday, February 24, 2019. Assignments will not be
accepted late. This means that you should
not plan to contact me at 11:35 p.m. or 11:59 p.m. in order to
request that I accept a late submission.
I will not.
SAMPLE TEMPLATE FOR THE MINIMUM FRAMEWORK
AND
FORMAT OF AN INFORMATION GOVERNANCE POLICY
The remainder of this paper was reproduced for educational
purposes in its
entirety from: https://www.infogovbasics.com/creating-a-policy/
A Definition of Scope
The framework should begin by establishing the full extent of
the Information Governance program.
An example of this could be:
“The Information Governance framework covers all staff that
create, store, share and dispose of information.
It sets out the procedures for sharing information with
23. stakeholders, partners and suppliers. It concerns the
management of all paper and electronic information and its
associated systems within the organization, as
well as information held outside the organization that affects its
regulatory and legal obligations.”
Roles and Responsibilities
The first major section of most frameworks clearly define key
roles and their responsibilities,
including:
Information Governance Committee
Information Governance Team
Information Risk Management
Information Asset Management
Records Manager
Line-of-Business Managers
Employees
Information Policies
Information Governance covers a wide range of policies. The
framework should set out which
corporate policies are relevant to the Information Governance
program. These may include:
▪ Information security policy
24. ▪ Records management policy
▪ Retention and disposal schedules
▪ Archiving policy
▪ Data privacy policy
▪ ICT policy
▪ Information sharing policy
▪ Remote working policy
Information Procedures
A major part of the Information Governance framework should
set out how the organization and its
employees work with information. This can be broken into
separate sections covering:
▪ Legal and regulatory compliance
▪ Creating and receiving information
▪ Acceptable content types
▪ Managing the volume of information
▪ Managing personal information
▪ Storing and archiving information
25. ▪ Collaboration and sharing information
▪ Disposing of information
Working with Third Parties
As more and more information that affects a business is created
and stored elsewhere it is essential
to establish how the organization operates and shares
information with stakeholders, partners and
suppliers. The framework should:
▪ Define the policies for sharing information with third parties
▪ Define how the organization can manage how third parties
handle personal and confidential information
▪ Define how Information Governance fits within supplier
relationships and contractual obligations
▪ Define measurement and metrics for third party meeting the
organization’s Information Governance
goals
Disaster Recovery, Contingency and Business
Continuity
The framework should set out the organization’s approach to:
▪ Reporting information losses
▪ Reporting information security breaches
▪ Incident management and escalation
26. ▪ Back up and disaster recovery
▪ Business continuity management
Auditing, Measurement and Review
Information Governance is a continuous improvement process
so it must be underpinned by a
continuous monitoring procedure. The framework can set out
the organization’s approach to:
▪ Monitoring information access and use
▪ Monitoring effectiveness of regulatory compliance
▪ Monitoring the effectiveness of information security policy
and procedure
▪ Monitoring of ICT and storage infrastructure performance
▪ Risk assessment and auditing
▪ Information Governance review
Like many things in Information Governance, there is a balance
to be achieved with the
Information Governance framework. The more comprehensive
the document, the better.
However, it shouldn’t become so large and unwieldy that it ends
up gathering dust on the shelf.