Final Project for Management in a Global Context:
A case study on expatriation of a Chinese national to India to run a new country office for Xiaomi.
Enjoy !
NB: Our team knocked this one out of the park!
A summary from a review article about "Cross-Cultural Training: Best Practices, Guidelines, and Research Needs" by Littrell & Sallas.
Expatriate Management, International Assignment, Culture Shock, Working and Living abroad
We help our clients in better understanding the art of balancing global integration and local adaptation.
Developing cultural effectiveness and building team integration
by providing consulting, assessment, training and coaching services
Final Project for Management in a Global Context:
A case study on expatriation of a Chinese national to India to run a new country office for Xiaomi.
Enjoy !
NB: Our team knocked this one out of the park!
A summary from a review article about "Cross-Cultural Training: Best Practices, Guidelines, and Research Needs" by Littrell & Sallas.
Expatriate Management, International Assignment, Culture Shock, Working and Living abroad
We help our clients in better understanding the art of balancing global integration and local adaptation.
Developing cultural effectiveness and building team integration
by providing consulting, assessment, training and coaching services
Developing Dexterity Culture for Digital LeadersSeta Wicaksana
The workplace today is global, mobile, virtual, and far more dynamic than in the past. A company that might have had a homogenous business environment not long ago can easily find itself in a diverse ecosystem: suppliers in every world region, newly segmented customer markets, multiple acquired organizations, and multigenerational teams. As a result, nearly everyone in business must be adept at working with individuals from many cultural backgrounds.
Digital-ready leaders lay the foundation of digital transformation and streamline organizations in a way that allows them to reap maximum benefits out of disruptions. They support and inspire employees to change their work, revolutionize their processes, increase profitability, and lead their organizations to phenomenal success.
Patel 2Diversity management in Organizations. Diversity .docxkarlhennesey
Patel 2
Diversity management in Organizations.
Diversity refers to the differences that exist among people in an organization that encompasses differences in gender, race, age, personality, educational background, cognitive style, ethnic groups, tenure and many more. It is an intensive phenomenon and most dynamic area in management especially in areas with a cross-cultural setting with employees from various cultural backgrounds. Managers need a clear understanding of the diversity of their workforce failure to which they face challenges in handling the diverse values and interests of the employees.
Some of the reasons why I am interested in diversity management are globalization which has changed the composition of the workforce in many organizations. Currently, organizations operating at international levels are having employees and partners or stakeholders from different regions and therefore the management requires knowledge more than that of their native countries. Employees working in any organization must feel like part of the organization and therefore the organization must have an inclusive culture and establish a culture for embracing everyone regardless of unique features or else the people may leave the company.
Many organizations have also realized the benefits associated with a diverse workforce despite the challenges that are experienced in managing them. A diverse workforce increase productivity due to different expertise and experiences, but management must learn on how to support the multiple lifestyles and individual characteristics through the provision of support to ensure acceptance of all people and education of the workforce. Diversity in a workforce increases creativity and capacity for problem-solving, fosters innovation, diversifies the organizational strength, helps in communication building, increases the diversification of customers since they can be understood better by employees from the same background.
Among the sources that are relevant and informative in diversity, management is the following four journal articles.
(Rahman, 2019), focused on the benefits of managing diversity, how leaders can manage the diversity and the challenges they face when managing diversity. I find this helpful because in the current global era diversity is inevitable especially because of technological advancement, change in demographics and patterns of demand which facilitate workforce diversity. This article shows why we need to manage diversity band what to expect in the process.
(Nisa, 2016), this article gives a different perspective on managing diversity by integrating it with equality and evaluating the capabilities organizations have for managing diversity. It demonstrates how performance appraisal, affirmative actions and sociocultural issues such as discrimination experience in many organizations with some people treated unfairly on various basis. It emphasizes on organizations developing capa ...
The work of HR part two the flow ofinformation and work.docxchristalgrieg
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information and work
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culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
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Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
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Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
Strategies and Challenges in Quality Leadership in the Public Sectorijcnes
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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.
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The workplace today is global, mobile, virtual, and far more dynamic than in the past. A company that might have had a homogenous business environment not long ago can easily find itself in a diverse ecosystem: suppliers in every world region, newly segmented customer markets, multiple acquired organizations, and multigenerational teams. As a result, nearly everyone in business must be adept at working with individuals from many cultural backgrounds.
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Diversity refers to the differences that exist among people in an organization that encompasses differences in gender, race, age, personality, educational background, cognitive style, ethnic groups, tenure and many more. It is an intensive phenomenon and most dynamic area in management especially in areas with a cross-cultural setting with employees from various cultural backgrounds. Managers need a clear understanding of the diversity of their workforce failure to which they face challenges in handling the diverse values and interests of the employees.
Some of the reasons why I am interested in diversity management are globalization which has changed the composition of the workforce in many organizations. Currently, organizations operating at international levels are having employees and partners or stakeholders from different regions and therefore the management requires knowledge more than that of their native countries. Employees working in any organization must feel like part of the organization and therefore the organization must have an inclusive culture and establish a culture for embracing everyone regardless of unique features or else the people may leave the company.
Many organizations have also realized the benefits associated with a diverse workforce despite the challenges that are experienced in managing them. A diverse workforce increase productivity due to different expertise and experiences, but management must learn on how to support the multiple lifestyles and individual characteristics through the provision of support to ensure acceptance of all people and education of the workforce. Diversity in a workforce increases creativity and capacity for problem-solving, fosters innovation, diversifies the organizational strength, helps in communication building, increases the diversification of customers since they can be understood better by employees from the same background.
Among the sources that are relevant and informative in diversity, management is the following four journal articles.
(Rahman, 2019), focused on the benefits of managing diversity, how leaders can manage the diversity and the challenges they face when managing diversity. I find this helpful because in the current global era diversity is inevitable especially because of technological advancement, change in demographics and patterns of demand which facilitate workforce diversity. This article shows why we need to manage diversity band what to expect in the process.
(Nisa, 2016), this article gives a different perspective on managing diversity by integrating it with equality and evaluating the capabilities organizations have for managing diversity. It demonstrates how performance appraisal, affirmative actions and sociocultural issues such as discrimination experience in many organizations with some people treated unfairly on various basis. It emphasizes on organizations developing capa ...
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The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
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Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
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METRICS
Rating intellectual capital
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Tailored recognition at Lloyds TSB
Asset Finance
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Transport for London’s
non-traditional training
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Communicating employee
recognition at MDOT
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Effective recruiting tied to stronger
financial results
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PAGE 20
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Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
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by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
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To be in this vanguard, leadership development
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individuals with these capabilities? Since 1999 the
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Hr meetup manager competency Tatyana Nikitina
1. Managerial Competences in Cross-Cultural
Teams.
Manager 4.0
Tatjana Nikitina, tatjana.nikitina@rtu.lv
2. Tatyana Nikitina
• 20+ years in Banking and Finance/IT
• 10+ years in SaaS/ITSM
• http://www.linkedin.com/in/tatyananikitina
• 100+ job interviews
• Led teams of 3 to 100 people
3. Introduction: Questions
What is a manager?
Should his/her behavior be a subject to change due to
changes in external environment within last decades?
Why? Why not?
4. Introduction
“Manager - person responsible for controlling or administering an organization or
group of staff” (Oxford dictionary)
Managerial behavior is a subject for change due to changes in external environment:
• economic downturns,
• technological innovations,
• globalization and internalization of economies
• changes in role of SMEs
• Knowledge intensive companies
Teams are diversified in terms of
• Locations (incl. job mobility),
• disciplines
• societies (incl. corporate social responsibility = CSR)
• various cultures and
• social groups
5.
6. Problem Statement
Whether there are differences or adjustments in professional
competences that need to demonstrate a manager today to lead
cross-cultural teams contrary to the ones that are believed as an
acceptable a norm for the profession?
7. Competences
A competency is an integration of knowledge,
skills, abilities, behaviors, attitudes, and
personal characteristics that allow an
individual to perform successfully on the job.
(Competency Conceptualization by Spencer &
Spencer, 1993)
Knowledge-intensive business services (KIBS)
• Knowledge-intensive support to business
processes
• Employment structure has been changed
• First discussion in 1995, report to the
European Commission
• IT, R&D, accounting, architectural and
engineering, recruitment, advertising etc.
Exercise: www.cv.lv show all how many
jobs are in KIBS or KIA (knowledge-intensive
acitivites)
8. Work in Small Groups
Together with your partner / neighbors write down list of
managerial competences that has to be adjusted / developed/
trained to help him (her) face the challenges of external
environment nowadays?
• Knowledge intensive companies
• Diversified / cross-cultural teams
Time = 5 min
Keywords:
professional competencies, cross-cultural teams, soft-skills, management, skills,
communication competence, knowledge-intensive companies.
9. Finding & Results: Manager’s Competences
Traditional view:
• ability to influence
• orientation to achievement
• strong analytical thinking
• ability for teamwork and cooperation
Last decade (in knowledge-intensive industries)
• business domain knowledge
• commercial orientation
• external customer focus
Last 5 years (to address issues of diversity)
• soft skills of modern administrators
• negotiation with stakeholders
• as well as conflict management
10. Finding & Results: Cross-cultural teams
The literature overview reveals that cross-cultural teams diversity varies in terms
of different groups that might be defined as followed:
1) Interdisciplinary teams;
2) Cross-national teams;
3) Virtual teams;
4) Different social groups.
Hereafter manager has to be familiar with different cultures, respect differences
and be open for various cultures, following social skills and interpersonal
competences have to be adjusted at a first place:
1) Communication competences;
2) Collaboration and teamwork abilities;
3) Leadership competences.
Factors that make influence and shape different sets of competences:
• variety in maturity level of organization,
• its culture, and goals,
• manager’s personal characteristics, including emotional intelligence and
intellectual flexibility.
11. Conclusions
1. Multicultural teams = varied in terms of nationalities, locations, knowledge
domains and social groups.
2. To enhance teamwork, cooperation and collaboration within the group,
manager has to:
• demonstrate adaptability to new work processes and teams
• sensitivity to diversity among the stakeholders and
• actively embrace the diversity
• adjust his leadership modus operandi
• demonstrate openness to different cultures.
3. Managers act as a communication bridge with 3rd parties, hence have to aware
multicultural landscape within the organization and all around.
EXAMPLES!!!
12. 29/09/2017 HRMeetUP Discussion (1/3)
1. HRs Did you observed changes in your clients’
requirements when you need to
hire/develop/retain employees?
13. 29/09/2017 HRMeetUP Discussion (2/3)
1. HRs Did you observed changes in your clients’
requirements when you need to
hire/develop/retain employees?
2. Others Have you faced increased
interest/demand for soft skills development?
14. 29/09/2017 HRMeetUP Discussion (3/3)
1. HRs Did you observed changes in your clients’
requirements when you need to
hire/develop/retain employees?
2. Others Have you faced increased
interest/demand for soft skills development?
3. All soft skills vs hard skills? What are considered
as more demanded today? In 10 years?
17. References
1. Chen, Y.C. & Wu, J.H. (2011). IT management capability and its impact on the performance of a CIO. Information &
Management, 2011, 48(4/5), 145-156.
2. Cikmačs, K. (2012). What Competencies Should CIO Have In Companies In Latvia? SSE Riga, ISBN 978-9984-842-64-6
3. Derwik, P., Hellström, D. & Karlsson, S. (2016). Manager competences in logistics and supply chain practice. Journal of
Business Research, 69 (2016), 4820–4825
4. Ekimci A. N. & Ozkan S. (2009). An Investigation of the Activities and Skill Sets Needed By Senior Information Technology
(IT) Managers, Proceedings of ECIME 2009, 486-496
5. Guðmundsson, A.H. (2012). What are the success factors for project leaders in virtual teams? Reykjavik University, MPM-
program 2012 final project
6. Ingason, H.T. & Jónasson, H.I. (2009). Contemporary Knowledge and Skill Requirements in Project Management. Project
Management Journal, Vol. 40, No. 2, 59–69
7. Mathews, C. (2007). The secrets of C-suite success. Retrieved from http://www.cio.com.au/article/192199/secrets_c-
suite_success
8. Lapiņa, I. & Aramina, D. (2011). Changing of Topicality of Human Competencies within Companies’ Life Cycle. The 15th
World Multi-Conference on Systemics, Cybernetics and Informatics, Proceedings, I Volume, Orlando, Florida, USA, 106–111.
9. Nikića,G., Travicab, V. & Mitrovićc, M. (2014). Differences Between Employees And Managers Regarding Socio-Emotional
Competences. Serbian Journal of Management 9 (2) (2014), 281 – 292
10. Silvius, G. (2016). Sustainability as a competence of Project Managers. PM World Journal Vol. V, Issue IX – September 2016,
retrieved from www.pmworldlibrary.net
11. Spencer, L. M. & Spencer, S.M. (1993). Competence at work: models for superior performance. New York: John Wiley & Sons,
Inc.
12. Urošević, S. & Grahova, M. (2014). Knowledge, Skills And Competences Required For Organization Management. Economics
Management Information Technology Vol.3/No.2/2014
13. Wang, H., Waldman, D.A. & Hongyu Zhang. (2012). Strategic leadership across cultures: Current findings and future research
directions. Journal of World Business 47 (2012), 571–580
14. Wiek A, Withycombe L & Redman C.L. (2011), “Key competencies in sustainability: a reference framework for academic
program development”, Sustainability Science, July 2011 Vol.6, Issue 2, 203–218.