© 2008 pearson prentice hall 10-1 chapter 10: developing a global management cadre powerpoint by...

© 2008 Pearson Prentice Hall

10-1

Chapter 10: Developing a Global Management Cadre

PowerPoint by

Hettie A. Richardson

Louisiana State University


10-2

Maximising Global Human Resources Use international cadre through career

management to develop a top management with global expirience

Develop effective global management teams Promote the role of women and minorities Work with the host-country labor relations

systems to ease the strategic implementation and higher the productivity


10-3

The Expatriate Transition Process

Entry transition (initial confrontation)

Adjustment (adaptation)

Exit transition (anticipatory socialization)







Home country

Home country or

New Host country

Host country

Preparation

Adaption

Repatriation


10-4

Preparation, Adaptation, Repatriation

Reverse culture shock occurs because Reintegration is difficult Expatriates are often “out of sight, out of

mind” Feelings of alienation from “home”

Poor management of expatriates means fewer will be willing to take assignments


10-5

Successful Repatriation Programs

Mentor programs

Career planning and guidance units

A system for maintaining contact with expatriates


10-6

The Role of the Expatriate Spouse

60% of expatriate spouses are employed before the assignment, but only 21% are employed during the assignment

Spouse adjustment is more likely when: The firm seeks the spouse’s opinion The spouse initiates predeparture training


10-7

Reasons for Poor Expatriate Retention

Expatriates are highly marketable

Overseas compensation packages are more generous than those at home

Expatriates feel unappreciated at home and on assignment


10-8

The Role of Repatriation in Developing a Global Cadre

Successful expatriates acquire skills: Managerial skills Tolerance for ambiguity Multiple perspectives Ability to work with and manage others Ability to do business overseas


10-9

Global Management Teams

The term Global Management Team describes a collection of managers in or from several countries who must rely on group collaboration if each member is experience optimum

success and goal achievement


10-10

Global Management Teams

The effects of multicultural teams: Domestic: Mostly internal operations International: Relationships among buyers,

sellers and other intermediaries Multinational: Internal, across culturally

diverse managers and technical people


10-11

Global Teams in the Global Enterprise


10-12

Challenges for “Virtual” Global Teams

Geographic dispersal

Cultural differences

Language and communication

Technology


10-13

Future Needs for Virtual Training

How to lead a virtual team meeting

How to coach and mentor virtually

How to monitor team progress

How to use communication technologies

How to manage team boundaries


10-14

Criteria for Evaluating Transnational Team Success

Do members work together with a common purpose?

Has the team developed a common language or procedure?

Does the team build on what works, learning to identify the positives?

Does the team spell out matters within the limits of the cultural differences involved?

Do members recognize the impact of their own cultural programming on individual and group behavior?

Does the team have fun?


10-15

Managing Global Business Teams


10-16

The Role of Women in International Management


10-17

The Role of Women in International Management

Even US managers are reluctant to give women expatriate assignments

Evidence suggests foreigners are viewed first as foreigners


10-18

Working with Local Labor Relations Systems

Labor relations and collective bargaining

Three dimensions to consider: The participation of labor in firm affairs The role and impact of unions Human resource policies


10-19

Working with Local Labor Relations Systems

Labor relations constraints: Wage levels set by unions Limits on the firm’s ability to vary

employment levels Limitations on the global integration of

operations

Example: Europe


10-20

Organized Labor Around the World

Union membership is in decline

Industrial, craft, conglomerate, and general unions

Labor unions must be understood within their given contextual environment


10-21

Management Focus: China Empowers Unions

The “iron rice bowl”

China is adopting a new law to empower unions and protect workers’ rights

Foreign companies operating in China are protesting this move


10-22

Convergence in Labor Systems

Forces for convergence: Merger of ICFTU and WCL MNC desire for consistency and

coordination Increased monitoring of labor conditions Political and cultural shifts


10-23

Divergence in Labor Systems

Most MNCs still adapt practices to national traditions

The role of political ideology, overall social structure, and history of industrial practices


10-24

NAFTA and Labor Relations in Mexico

Labor issues subject to review under NAFTA: minimum wages, child labor, and safety

Workers believe MNCs use blacklists, intimidation and economic pressure to oppose union organization Example: General Electric


10-25

Comparative Management in Focus: Labor Relations in Germany

Codetermination law (mitbestimmung) is coming under pressure

Union works councils are “co-managers”

German unions are increasingly willing to make concessions Linde and IG Mettal


10-26

Comparative Management in Focus: Labor Relations in Germany

The influence of Daimler-Chrysler and the US

The German model holds that competition should not be based on cost

What is the value of codetermination?

© 2008 pearson prentice hall 10-1 chapter 10: developing a global management cadre powerpoint by...

Documents

global enterprisechallenges

team boundariescriteria

team progresshow

career management

virtual team meetinghow

expatriate spouses

expatriate spouse60

expatriatesthe role