Advanced Research Methods Dissertation Example | Topics and Well Written Essays - 2750 words

Advanced Research Methods - Dissertation Example Companies are expanding operations in other nations and the increasing incidence of mergers, acquisitions and joint ventures have increased the challenges before organizations in terms of managing a diversified and cross cultural work force. For example, an American company shifting its manufacturing and marketing facilities in China will have to integrate organizational HR practices in keeping with the lifestyle and culture of the local population. Such situations can result in cross cultural conflicts that can adversely impact organizational culture and productivity. It is very difficult for American executives to adapt to Chinese culture and systems of working. Such circumstances create responsibility for the HR department to ensure that cross cultural relationships within the organization are cordial and positive so that the company functions smoothly. This proposal is about a quantitative research that will be carried out in the area of human resource management in an organizati on that is shifting its manufacturing facilities from the US to China in order to benefit from the accruing economies of scale, low costs of production and cheap availability of raw material. The proposal will outline the research strategy on how to deal effectively with the emerging issues of training a culturally diversified workforce. Introduction The study will address some major issues in terms of the extent to which a cross cultural training strategy can work positively in improving the company’s performance in China. In order to achieve this objective, exhaustive research will have to be carried out on how expatriates and local employees have to be dealt with. Initially the company will have to ask Americans or nationals from other countries to work in China because key positions in the company cannot be performed by Chinese nationals. The research will ascertain the merits and demerits if cross-cultural training modules and also ascertain the approaches that will work best in the given environment. Another objective will be to develop theories of efficient cross-cultural modules for global human resource personnel. HRM is widely acknowledged as a management resource that imbibes the maximum possible management actions and decisions that impact relationships amongst the organization and workers (Beer et al, 1986). It is the process that coordinates the organization’s human resources in meeting organizational objectives. Therefore, the job of HR professionals becomes quite complicated because all aspects of the firm and workers have to be encompassed. It is believed that the most significant asset of the organization is its people that assist in achieving its goals, and this comprises the core of the HRM philosophy. Human resources are the most important asset and are the major force that drives human resource management in any organization. Human resource personnel have to take care of areas such as professional development, compensation, benefits, performance evaluation, recruitment, health and safety, job design, job analysis, labor relations and management of a diverse work force (Lipiec, 2002). According to Schermerhorn (2002), there is global inter-dependence in the global economy in terms of resources and markets whereby every business thrives because of competition. Internationalization has led businesses to act and think globally in order to succeed in a competitive environment. Some theorists have viewed globalization as providing massive growth potential for both developed and developing

Managing People and Organisations Case Study Example | Topics and Well Written Essays - 3250 words

Managing People and Organisations - Case Study Example PEST analysis shows that ALSTOM political situation was feeble in 1999 and continued to remain till 2003 until they change their HRM policies to unite the new and old employees. Among the major concerns were lack of funds, updated technology and unskilled labour which they overcome in 2005 by revising their policies and considering social factors on a cultural basis which gained customers' trust and trained their unskilled managers and employees so that they could move with the 'new' labour department. ALSTOM currently should consider economic conditions to be updated on a weekly basis as this would provide the managers with the latest updates to take financial decisions regarding investment and budgeting control. ALSTOM should also sought new ways to lower its' costs and increase its plant's efficiency. ALSTOM unintentionally became dual service business which consisted of a two-fold unit, the existing sector and the newly formed sector. This was the main reason why the industry started engaging in various conflicts. The service sector that was considered 'useless' in ALSTOM was promoted on 'managerial' post while the 'production' unit that consisted of the people who were considered as the real pioneers of the Industry, were merged with the newly formed staff. Any proposal suggested by the new comers and qualified staff was immediately opposed by the existing sector. ... This was the main reason why the industry started engaging in various conflicts. The service sector that was considered 'useless' in ALSTOM was promoted on 'managerial' post while the 'production' unit that consisted of the people who were considered as the real pioneers of the Industry, were merged with the newly formed staff. Any proposal suggested by the new comers and qualified staff was immediately opposed by the existing sector. The conflicts were not limited to the people alone, managers were also involved. Industrial unity began to fragile in the face of multiple pressures; some of them were even brutal which gave rise to the political involvement of managers which widened the potential scope of internal conflict and therefore threatened the basic industrial unity. As a result there started a cold war in two sectors which resisted unity simply as a means of self-protection. (Minkin, 1991, p. 8) The emergence of Uncertainty The existence of 'uncertainty' tended to further reinforce the sense of there being a political sphere distinct from the industrial world which is evident from the development of two distinct centres, the OEM and the newly emerged sector the one growing out of the other seemed to imply the acceptance of two orders and two sets of functions. All of this enhanced the possibility of political and employees' union role-playing in a way that accounts for much of the subtlety and flexibility of the organisational relationship. Walter's management was aware of the fact that ALSTOM was lacking experienced employees; therefore with the formation of OEM, ALSTOM hired capable employees. Inflexibility The more united the organisation, the better is its' structure in terms of flexibility. Walter perceived the two