Asimco Case Analysis

Competing in global markets entail many factors and centralization of its human resource practices is certainly vital to improve global competitiveness and empower employees for global assignments. To achieve success in global marketplace, the challenge of all businesses regardless of their size is to understand global corporate cultural differences and invest in human resources which includes selecting and retaining talented employee, training and development whilst encouraging employees to be innovative and creative. Employees selected to work in foreign locations should be prepared beforehand with adequate cross-cultural training. For an organization to be successful in the international marketplace, it must be concerned with this fit from both an internal and

Based on the GLOBE dimensions model I feel that Chinese managers would have to be more mindful of assertiveness and performance orientation when managing Americans. According to the model, Americans are perceived as pushy and hardworking. The US is more of an individualistic culture while China is more of a

Selection and performance management programs that are designed for organizations that have expanded their U.S. workplace to other countries must be designed to take in many other considerations that normally wouldn’t make a difference if all the employees were from the same origin. Expatriate employees and their families should be assisted to help with adjusting to their new culture. Performance management and selection programs should be designed to incorporate the differences in ethical and cultural backgrounds that match the employees and or applicants who are overseas. This paper further examines what is necessary for selection and performance management programs for a U.S. based organization that is expanding overseas to China.

This has highlighted a crucial issue for international companies to be aware of the cross-cultural implications in the conception, design and implementation of the various market entry strategies for the Chinese markets, especially when considering the Human Resources Management strategies since Corporate Strategy will in turn determine the Human Resource (HR) strategy to be deployed.

The Floundering Expatriate case study provides the right example of problems associated with the global marketplace and when businesses and their leaders transcend physical and cultural boundaries and they fail to adapt to cultural specifics. We consider that this report will allows making an analysis that contains discussion on culture and communication issues along with globalization.

Ping Ping Fu and Gary Yukl believed that people from different cultures deal with the difficulties of exercising influence differently. According to Smith and Peterson, to understand cultural differences, international relationship, and various influences in cross-cultural cooperation are necessary for managers under 21st century globalization. The authors also believed that the managers who have strong cultural awareness

The case study (Kreitner, & Kinicki, 2013, p. 117) quoted several western managers and Chinese managers to show that reality is different from the myths. The examples were from their working experiences in China. For the myth of collectivism, the reality of individualism came from a Chinese manager working in Paris, a western city. For long-term deliberation, the reality of real-time reaction came from an expat manager in China, and for risk aversion, the reality of risk tolerance came from observations in China by expat managers and a Chinese manager.

There are various fundamental basics that any organization large or small scale needs to follow when setting up a new company locally and also when they venture across borders in international entrepreneurship. Effective management is one important aspect that will ensure that the company successfully achieves its goals and objectives efficiently. Management consists of organizing, planning, and leading (Adler & Gundersen 2008). Many businesses today define management as simply the things that need to be done to keep the organization going. However, for the business to penetrate the market, and experience continuous growth while maintaining healthy competition, it requires good leadership skills,

According to the case, Tong believed that the company could survive by themselvesin domestic market; however it is impossible for an entrepreneur to stay in the same position permanently. And he thought that the company had made some successes, butit is not enough for a company to stay in the good position. The company is stilldeveloping and it needs to extend business in the global market in order to satisfycompany’s strategy.

For many global organizations, or organizations that produce or sell goods or services in more than one country, a difficult question is how to develop and place managers in foreign operations. Some people believe organizations should let foreign managers run foreign subsidiaries because of the large differences among national cultures while others believe that domestic managers should be trained to run foreign subsidiaries because of loyalty issues.

A selection of perceived and valid reasons encourage Multi National companies (MNCs) to recruit Parent country nationals (PCNs) for managerial positions at overseas subsidiaries rather than employing Host or Third Country Nationals (HCN/TCNs). The reasons range from a good ‘fit’, of the person to their environment (Tarique, 2006) and, the employees actual capabilities of doing the job. However, limitations exist when adopting this approach in various aspects of the process.

There are many factors that need to be considered when assigning a manager into an expatriate role. Of the many factors that most often lead to success, emotional intelligence (EI), transformational leadership, cultural awareness, and the ability to adjust to a foreign culture and attain productivity and performance quickly (Baliga & Baker, 1985). Ultimately, the four major determinants of expatriate performance include technical skills and mastery, contextual and pro-social performance, contextual and managerial performance, and expatriate-specific performance in a given nation or region (Claus, Lungu, & Bhattacharjee, 2011). These four factors combine to anchor performance analysis provided in this paper.

Research has shown that major cultural differences exist between Western and Asian cultures and this essay seeks to show that adapting a leadership style preferred by that culture will attract the greatest number of followers. This essay will also demonstrate that the key characteristics of successful entrepreneurs are consistent amongst Western and Asian entrepreneurs. Firstly culture will be defined using the four dimensions as detailed by Geert Hofstede. These will be illustrated using a comparison of Asian and Western cultures. Secondly, a discussion of leadership and the way it is affected by culture will be presented. To support this view, a comparison between Chinese and US leadership styles is used. The case study of Lenovo and

The essential skills a manager of a multinational company needs to operate in multicultural environments are effectively highlighted in Oosterveld and Prahalad’s Article Transforming Internal Governance. They address the challenges of multinational organizations in emerging countries and the difficulty that managers have in leading their organizations from the traditional to the innovative. They believe that part of the struggle is due to the rate of change in emerging environments is much faster than the speed that management are able to adapt. The article postulates that traditional processes slow or hinder changes not innovative technology or budget constraints. They believe that managers are entrenched in their old fashion ways and when faced with difficulty relapse to old reliable methods, cutting cost or reallocating efforts. The problem is the discontinuity defined as “an abrupt change” (Oosterveld, 1999, p.2) that multinational managers are faced with which includes access to new customers from previously closed markets, the internet, deregulations and technological and life cycle changes and increased social responsibility.

A very important role of IHR managers in every MNC is the management of expatriates. An expatriate is an employee who is assigned a position in another country which can either be headquarter countries or third countries. The most important role of the human resource is the selection, training, acculturation and finally the evaluation of the expatriates (Sepehri, 2011). However, the rate of attrition of expatriates is about double that of non-expatriates. Therefore the MNCs have to come up with a way of ensuring that they retain their expatriates. The paper will look at some of the ways through which MNCs increase their expatriate retention.it will also look at the three reasons for poor expatriate retention.