Cultural & international HRM trends and future challenges
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This document discusses cultural and international human resource management trends and future challenges. It identifies key qualities like corporate culture, professional industry culture, and national ethnic culture that can lead to cross-cultural differences. It also outlines trends in international HRM like global business process redesign and changing capabilities of international operations. Major challenges in IHRM mentioned include talent gaps, cultural conflicts, interest conflicts, and labor law conflicts. Mechanisms to cope with these challenges include managing the shift to global HRM, enabling global capability development, ensuring effective knowledge management, and providing cost-effective HR services.
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The document describes the Intercultural Competence Assessment and Development Process (ICAD) which is a service that assesses and enhances the intercultural skills of leaders. It includes online assessments, workshops, follow up development, and coaching. The process uses the Intercultural Competence Profiler (ICP) which is an online assessment tool that measures four aspects of intercultural competence: recognition of differences, respect, reconciliation, and realization. The ICP provides personalized profiles and feedback to help individuals improve their intercultural skills.
Redesigning the Human Resource Department
This document discusses redesigning the HR department by transforming it from a transactional role into a strategic business partner. It describes the evolution of HR from basic personnel services to specialized expertise and a strategic role. The business partner model is discussed as a common organizational design, with HR staff aligned closely to business lines. This model includes a customer-facing front end of business partners, a back end of specialist groups, and an operational service center. Challenges of this model include tensions around who owns clients and assembling project teams while still delivering transactional work and organizational development services.
Shl talent-report-use (1)
This document summarizes data from SHL on the global availability of current and future leaders. It finds:
1) There is a lack of confidence that organizations have the leaders needed for future success, with only 25% of employees believing their company has the right leaders.
2) Countries with the highest percentage of populations displaying strong leadership potential today include Hong Kong, Germany, the UK, Australia, and the US.
3) While many countries have the potential leaders needed today, developing future leaders remains a challenge, with organizations acknowledging succession risks but often lacking the talent data and development programs to effectively address it.
Organizational Behavior CH 01
This document introduces the field of organizational behavior. It defines organizational behavior and identifies reasons for studying it. Five trends in organizational behavior are discussed: globalization, a changing workforce, changing employment relationships, information technology, and shifting values and ethics. The document also outlines five anchors that organizational behavior is based on: being multidisciplinary, systematic research, contingency-based, using an open systems view, and allowing for multi-level analysis. It defines knowledge management and intellectual capital, and how organizations acquire and share knowledge.
Team "Going South" COML/ORGL 504 Collaborative Project
Graduate Collaborative Team Project. Discusses "Going South" case study in Conrad and Poole's (2005) book, Strategic Organizational Communication.
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SA #1: What is Ekman Divergence? Where/what are three locations/conditions
where this phenomenon occurs in the ocean? What physical oceanographic
phenomenon is a consequence of divergence? What sort of biological response
is also frequently associated with divergence?
SA #3: Consider sunlight striking planet Earth and the energy that subsequently
radiates back to space. Describe what kind of light enters and leaves the Earth.
Are these two energy fluxes in balance at all locations on Earth? Are they in
balance on average? What role does the ocean play in the movement of energy
at Earth’s surface?
1.
Global Leadership 2019-2020
Under Guidance from Dr. Sriram Rajagopalan
LDR 6145
Northeastern University
Table of Contents
Global Leadership Success Through Emotional and Cultural Intelligences.....................................5
The Global Leadership of Carlos Ghosn at Nissan.........................................................................17
Gojo Industries: Aiming for Global Sustainability Leadership.........................................................29
Leadership in a Globalizing World..................................................................................................41
Regional Strategies for Global Leadership.....................................................................................85
Rising Costs of Bad Leadership.....................................................................................................99
Learning to Manage Global Innovation Projects...........................................................................103
Global Leadership 2019-2020 LDR 6145
Under Guidance from Dr. Sriram Rajagopalan Northeastern University
2.
Global leadership success through emotional and
cultural intelligences
Ilan Alon, James M. Higgins*
Roy E. Crummer Graduate School of Business, Rollins College, 1000 Holt Ave-2722, Winter Park, FL 32789,
USA
Abstract Culturally attuned and emotionally sensitive global leaders need to be
developed: leaders who can respond to the particular foreign environments of
different countries and different interpersonal work situations. Two emerging
constructs are especially relevant to the development of successful global leaders:
cultural and emotional intelligences. When considered under the traditional view of
intelligence as measured by IQ, cultural, and emotional intelligences provide a
framework for better understanding cross-cultural leadership and help clarify
possible adaptations that need to be implemented in leadership development
programs of multinational firms. This article posits that emotional intelligence (EQ),
analytical intelligence (IQ), and leadership behaviors are moderated by cultural
intelligence (CQ) in the formation of global leadership success.
D 2005 Kelley School of Business, Indiana University. All rights reserved.
bBut when a prince acquires the sovereignty of a
country differing from his own .
Ch 5 Notes
This document discusses strategies for managing across cultures. It outlines four strategic predispositions an MNC may take - ethnocentric, polycentric, regiocentric, and geocentric. Meeting the challenge of globalization requires developing unique strategies for different cultures due to factors like product standards, customer tastes, and allowing local autonomy. There are also cross-cultural differences in areas like human resource management practices and compensation strategies. The document provides tips for doing business in specific countries and regions, emphasizing the importance of relationships in places like China and Russia, bargaining in India, and physical contact in Brazil.
International hrm
1. International human resource management (IHRM) involves procuring, allocating, and utilizing human resources in a multinational corporation while balancing integration and differentiation of activities across foreign locations.
2. The objectives of IHRM are to reduce risks associated with international human resources, avoid cultural and regional disparities, and manage a diverse global workforce.
3. IHRM considers employees from the parent country, host countries where the company operates, and third countries. Managing this variety of employees across borders adds complexity to human resource activities.
Similar to Cultural & international HRM trends and future challenges (20)
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The Culture Cure for Digital: How to Fix What’s Ailing Business
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Cultural & international HRM trends and future challenges
- 1. C u l t u r a l & I n t e r n a t i o n a l H R M t r e n d s a n d F u t u r e C h a l l e n g e s Presentated by DEBARUN PAUL
- 2. Cultural dimensions of IHRM Open mindedness Cultural Empathy Flexibility Emotional Stability Collectivism/Individualism Power Distance Tight versus Loose Control Formal vs Informal Long term vs Short Term Past and Present vs Future
- 3. L O R E M I P S U M D O L O R 6 key Qualities w w w . u n t i t l e d a d r e s s . c o m 1. Corporate Company Culture 2. Professional Industry Culture 3. National Ethnic Culture Cross Cultural Differences
- 4. Trends in IHRM Global business process redesign Absorption of acquired businesses, merging of existing operations on a global scale Rapid start-up of international operations and organisation development Changing capabilities of international operations with increased needs for up-skilling of local operations Need to capitalize on the potential that technology affords the delivery of HR through shared services Learning about operating through formal or informal global HR networks Identity problems faced by HR professionals as they experience changes in the level of decentralization/ Centralization
- 5. M a j o r c h a l l e n g e s i n I H R M Talent Gap Cultural Conflict Interest Conflict Labour Law Conflict
- 6. M e c h a n i s m s t o c o p e u p w i t h c h a l l e n g e s o f I H R M Managing the shift from IHRM to global HRM Enabling capability development on a global basis Ensuring effective knowledge management Providing HR services cost-effectively
- 7. Thank You