管理学英语unit5C课件

1、管理学英语unit5C课件管理学英语unit5C课件Text CGlobal Human Resource ManagementText C1Todays business environment is changing in many ways. One of the most noticeable is the move toward an international marketplace. Companies are becoming international enterprises through a variety of foreign investment strategies

2、, including importing, exporting, licensing, participation in joint ventures, and mergers with and acquisitions of foreign-owned businesses. The trend toward an international business environment has been supported by many recent social and political events. 1Todays business environmen2Foreign direc

3、t investment in the United States has increased at the same remarkable rate as American investments overseas. To develop a sense of how much other nations now invest directly in the United States, consider the fact that in 1996, 4.9 million American workers held jobs at subsidiaries of foreign compa

4、nies. And these foreign investors spending topped $ 200 billion in 1998. 2Foreign direct investment iThe Concept of “Fit” in Global HRM3When an organization structures its HRM policies for international operations, it should consider cultural differences through the concept of “fit.” Fit refers to t

5、he degree that HRM policies are congruent with the strategic international plan of the organization and with the work-related values of foreign culture.The Concept of “Fit” in Globa 4For an organization to be successful in the international marketplace, it must be concerned with this fit from both a

6、n internal and an external perspective. Internal fit is concerned with making sure that HRM policies facilitate the work values and motivations of employees. Policies must be structured in ways that allow head-quarters and foreign subsidiaries to interact without sacrificing efficiency. 4For an orga

7、nization to be 5External fit, on the other hand, refers to the degree to which HRM matches the context in which the organization is operating. In this regard, HRM is critical to international operations because of its effects on cross-cultural interaction. To be effective, the organization must unde

8、rstand the cultural and socioeconomic environments of the foreign subsidiary. 5External fit, on the other Multinational and Global Corporations 6Although the terms are sometimes treated as the same, there are distinctions between a multinational corporation and a global corporation that have importa

9、nt HRM implications. Multinational corporations (MNCs) are usually found in the early stages of an internationalization strategy. An MNC has operations in many different nations, but each is viewed as a relatively separate enterprise. Within each country, the Multinational and Global Corpoperations

10、of the MNC strongly resemble a miniature version of the parent company in terms of structure, product lines, and procedures. Each separate enterprise within the MNC will be responsible for adapting the companys products to the local culture, but most significant control remains either with the compa

11、ny, home offices or in the hands of an expatriate from the home country. This is especially true in the earliest stages of internationalization. operations of the MNC strongl7In contrast to the MNC, the global corporation (GC) is structured so that national boundaries disappear; this leads to staffi

12、ng practices in which the organization hires the best people for jobs irrespective of national origin. The GC sees the world as its labor source as well as its marketplace. Thus, the global corporation will locate an operation wherever it can accomplish its goals in the most cost-effective way. The

13、true global corporation also believes in a world market for its products. This leads to a very different 7In contrast to the MNC, thestrategy of managing international operations because each subsidiary of the company isnt restricted to serving only the local culture. Moreover, the national affiliat

14、ion of an employee becomes less important than his or her particular area of expertise as people are frequently moved across national boundaries to meet the current needs of the organization. strategy of managing internat8GHRM in the 1990s will be a challenging task for both an MNC and a GC. Many of

15、 the problems that the MNC and GC will face are the same; others are unique to one or the other. 9Generally speaking, there are three sources of employees for an international assignment. For key managerial and technical positions, all three sources of workers are frequently used in international or

16、ganizations. Which source is used the most depends, however, on the GHRM perspective of the company. The organization might choose to hire 8GHRM in the 1990s will be aHost country nationals (HCNs), who are workers from the local population. Sometimes they are referred to as local nationalA worker fr

17、om Riyadh employed by an American firm operating in Saudi Arabia would be considered a host country national. Host country nationals (HCNs)Parent country nationals (PCNs), who are sent from the country in which the organization is headquartered. These people are usually referred to as expatriates. A

18、n American manager on assignment in Saudi Arabia is an expatriate or parent country national. Third country nationals (TCNs), who are from a country other than where the parent organizations headquarters or operations are located. If the American firm employed a manager from Great Britain at facilit

19、ies in Saudi Arabia, he or she would be considered a third country national. Parent country nationals (PCN10If the company is an MNC, especially one that is in the early stages of becoming an international enterprise, it will probably take a relatively ethnocentric perspective by trying to use the H

20、RM policies from the home country with at best minor adaptations. The new ethnocentric multinational organization generally believes that all key personnel should be PCNs because it believes that its ways of doing things are superior to those of other cultures. 10If the company is an MNC, 11The tend

21、ency to be ethnocentric is strong for new and even for many well-established foreign organizations conducting business in the United States, especially the Japanese. Virtually every executive-level position in Japanese-owned businesses in the United States is occupied by a Japanese national. Only ab

22、out 31 percent of the senior management positions in such 11The tendency to be ethnoc firms are occupied by American managers. More commonly, local nationals are used for specific functions such as a liaison, but Japanese organizations have a reputation for showing little regard for the career devel

23、opment of these persons. In contrast, foreign companies in Japan hire local Japanese managers for nearly 80 percent of their management needs. firms are occupied by Americ12In contrast to the ethnocentric perspective, a mature MNC or a true global corporation will tend to have more of a geocentric o

24、rientation to HRM. It will begin seeing the world as its labor market and, therefore, will hire key personnel from wherever they are available. The geocentric organization will ignore national boundaries for staffing its overseas operations. 12In contrast to the ethnoce13Regardless of its overall st

25、rategy, the single biggest HR challenge facing any globally oriented corporation is finding competent expatriate managers. Traditionally an expatriate manager is a manager who is on a foreign assignment from the corporations home nation. In todays global economy, however, corporations are beginning

26、to understand that relocation overseas can be equally troublesome for the parent country national. 13Regardless of its overall 14Thus, the real challenge for GHRM will be to capitalize on the diversity of a global workforce without suppressing each nations desire to maintain its own cultural heritag

27、e. Perhaps the biggest mistake unsuccessful global organizations make is to assume that there is “one best way” to structure HRM policies and practices. For example, as many as 120 critical differences between Japanese and American workplace norms that might affect HRM policies have 14Thus, the real

28、 challenge been identified. Many of these revolve around HRM policies related to feedback and performance evaluation methods, lines of authority, and information management. Therefore, trying to apply HRM principles that work well in one work environment may not lead to the same degree of success in

29、 another. been identified. Many of thesThe Cultural Nature of Global HRM15As mentioned previously, most HR professionals no longer question that there are important cultural differences between nations that might influence the effectiveness of HRM policies and practices. The real issue is understand

30、ing these differences and ensuring that HRM and the cultural orientation of workers are congruent with one another. The Cultural Nature of Global16Several models of how culture influences work behavior exist. Perhaps the most widely recognized is Hofstedes “theory of the cultural relativity of organ

31、izational practices.” Hofstede argues that national cultural differences are not changing much at all, even though more superficial work-related norms and values might be. As a result, he feels that national culture will continue to have a strong influence on the effectiveness of various business pr

32、actices. 16Several models of how cult17According to Hofstede, cultures differ in at least five ways that may have important implications for understanding business. The five dimensions are: 1. Individualism versus collectivism. Cultures differ in terms of the relationship of a person to his or her “

33、family.” In some societies, the groups achievement and well-being will be emphasized over the individuals. In contrast, individualistic societies place more emphasis on individual actions, accomplishments, and goals. 17According to Hofstede, cul2. Power distance. Cultures also vary in their view of

34、power relationships. Human inequality is almost inevitable, but cultures with a high “power distance” emphasize these differences. For example, symbols of power and authority such as large offices, titles, and so on are usually found in a culture with a high power distance. In a culture with a low p

35、ower distance, there is less emphasis on such displays. In German corporations, the concepts of codetermination and worker councils are common. Giving employees genuine input into important decisions is an organizational practice typical of low-power-distance cultures. 2. Power distance. Cultures 3.

36、 Avoidance of uncertainty. Another inevitability is not knowing what the future holds. Cultures with a high avoidance of uncertainty attempt to predict, control, and influence future events, while cultures with a low avoidance of uncertainty are more willing to take things day by day. To the extent

37、that control reduces uncertainty, the rigid use managerial control systems is more likely to be found in organizations in high-uncertainty-avoidance cultures. 3. Avoidance of uncertainty.4. Masculinity. The fourth dimension (which was the last one in Hofstedes original work) refers to the division o

38、f roles for males and females that a particular culture imposes. Masculine cultures have strict sex roles; feminine cultures have less well-defined roles. From an organizational perspective, masculine cultures might tend to be less supportive of efforts to integrate women into upper-level management

39、 than feminine cultures. 4. Masculinity. 5.Long-term versus short-term orientation.This fifth dimension was not included in Hofstedes original work but was added later as a result of studies involving Chinese values. It generally refers to the extent to which cultures think in terms of the future (t

40、he long term) or in terms of more immediate events (the short term). Virtually every aspect of HRM can be influenced by cultural differences along one or more of these dimensions. For example, there is evidence that national differences in uncertainty avoidance and power distance can affect the exte

41、nsiveness of organizational selection practices. 5.Long-term versus short-termExercises of Text CPart OneMark each statement below True or False based on your understanding of Text C. 1._Todays companies are becoming international enterprises through various strategies. 2._ Foreign direct investment

42、 in the USA and American investment in other countries have both increased at a remarkable rate. T T Exercises of Text CT T 3. _ The concept of “Fit” can be divided into two parts: internal and external. 4._ MNCs (Multinational corporations) and GCs (global corporations) have always been the same co

43、ncepts. 5._ When an international corporation makes its HRM policies, it can ignore the cultural differences. T F F 3. _ The concept of “Fit”6._The tendency to be ethnocentric is especially strong for the Japanese companies in the USA. 7._ The global corporations are usually located wherever they ca

44、n achieve their goals in the most cost-effective way. 8._ Regarding inequality, cultures with a low “power distance” emphasize these differences. T T F 6._The tendency to be eth9._ According to the author, masculine cultures have strict sex roles while feminine cultures dont. 10._ From the passage,

45、we know for sure that a German corporation is an example of high-power-distance culture. T F9._ According to the autho1. T 2. T 3. T 4. F 5. F 6. T 7. T 8. F 9. T 10. F管理学英语unit5C课件Part TwoGive short answers to the following questions based on your comprehension of Text C. 1.What is the concept of “

46、Fit” in global HRM?2.According to the passage, what are the concepts of internal Fit and external Fit?3.What is the distinction between a multinational corporation and a global corporation?Part Two4.What are the three sources of employees for an international organization?5.What are the ethnocentric

47、 perspective and geocentric perspective respectively? 6.What is the biggest HR challenge for globally orientated companies? 4.What are the three sources 7.What is the real challenge for GHRM?8.Which five cultural differences have a strong influence on the effectiveness of HRM policies and practices

48、according to Hofstede?管理学英语unit5C课件The End管理学英语unit5C课件 1.Fit refers to the degree that HRM policies are congruent with the strategic international plan of the organization and with the work-related values of foreign culture. 1.Fit refers to the deg 2.Internal fit is concerned with making sure that HRM policies facilitat