Novo Nordisk Case Study: Mexican Experience from a Danish Firm: “Changing” Mexican Culture

4. As the HR manager for a multinational corporation, you want to identify HR competencies that are critical for global companies. Visit the website for the World Federation of People Management Association (www.wfpma.com) to research the topic and to identify differences in the body of knowledge in different parts of the world.

We have elected to analyze PharMerica Corporation’s human resources department by interviewing Senior Vice President of Human Resources Anthony Hernandez along with Mary Jane Hall Board of Directors Coordinator and Executive Assistant to The SVP of Purchasing. PharMerica is a massive institutional pharmaceutical distributer that was founded in July 2007 from a merger of AmerisourceBergen and Kindred Healthcare’s institutional pharmacy business units. They service a wide variety of customers and offer multiple products and services. PharMerica’s primary customer base includes assistant living facilities, nursing homes, independent hospitals and large hospital networks. These customers add up to over

The following report analyzes cultural and institutional environments of Mexico and how they can affect HR practices of global companies. It is intended to help companies that want to operate in Mexico gain a better understanding of the country and become prepared for potential issues and conflicts that might be

What is new and effective in the United States will not automatically work in Mexico. This same principal holds true between companies with different cultures also. "Our management methods are good and the Mexican techniques are bad. " This all depends on what one is accustomed to; to citizens of other countries, the way United States management systems are implemented often seems rude, demeaning, impersonal, uncaring and sacrificial of its people. Mexicans view their coworkers as another family, with the boss being the father figure and the other subordinates as brothers and sisters.

As the Human Capital Manager, Mr. León Cortes will be responsible for the planning, administration, and verification of Human Capital activities through defined corporate standards and key process indicators. He is expected to continue to increase the workforce productivity and improve the organizational culture in

In the global capabilities of companies, the process of penetrating and developing an international market is seen as the most difficult. This happens because companies usually have little information about the new market as well as marketing infrastructure to penetrate it. However, companies treat entry into foreign markets as an extension of their business, which adds incremental revenue for their products and services. Additionally, firms pursue foreign business opportunities to minimize risk and investment thereby increasing their total sales and profits. For Tyson Foods to enter the Portuguese market, it would attain growth and expansion through diversification.

It is essential to understand how the company’s operations must be tailored in compliance with several aspects of Mexican Law. Critical elements that will be most implicative to the firm are corporate law, labor law, and international trade laws.

While there are many various global issues that affect the International Human Resource Management to run efficiently, there are two key concepts that play a major role in understanding how to approach them with cohesive and a well coherent strategy; they are the International Human Recourse Management Strategy and Understanding the Cultural Environment. In the International Resource Management strategy, many companies will do their research in finding companies that offer the

Managing HR in MNC is different from the way the HR is being managed in the country, According to Morgan (1986) there are three factors that differentiate between IHRM and domestic HR: First, the countries of operations such as the -country where a subsidiary may be located, the host-country where the subsidiaries are located, and other countries. Second, the different types of employee, in international environment the HR management have to deal with the host-country nationals (HCNs), expatriates or home-country nationals (PCNs) and third country nationals (TCNs), for example if L’Oreal hired an Indonesian employee in their Indonesian subsidiary the employee is a HCNs, and when manager from L’Oreal Headquarter in France came to work in Indonesian subsidiary the manager is a PCNs, and if L’Oreal employs manager neither from Indonesia nor France to work in their Indonesian subsidiary the manager is TCNs. Third, is the way HR practices (eg. staffing, compensation, training, and etc) are conducted. Although IHR practices seems to have the same activities as domestic HR, in IHR the manager will be dealing with different environment and diversity of employees from different cultural background. Moreover, as mentioned earlier dissimilarities between domestic and international HR management mostly due to profound differences between host and home countries in term of culture,

Briscoe D., Schuler R., Tarique I., (2011). Internatonal Human Resource Management : Policies and Practices for Multinational Entreprise.

The two industrial corporation addressed are Yogurtland and Micromax. These, two organizations are viewing options of what type of global expansion to explore. By studying one of the three types of global development to pursue. In deciding whether their affiliating vendors will operate and succeed as a standardization or localization operation. Therefore, the business process can take full advantage of a growing phone market of Russia. Consequently, providing the best fit for Yogurtland in different international locations.

Face to those options and wide resource, the managers in global enterprises have particular concern about the employees’ ability to disseminate knowledge and innovation throughout their global operations . The use of expatriates has seemed to be a logical choice for staffing, while the use of parent-country nations seems to be most appropriate in some specific situation . Some other global enterprises also prefer integrate the expatriates and local human resource. Nevertheless, each procedure has both advantage and disadvantage.

estlé is the largest food and beverage company in the world. Headquartered in Vevey, Switzerland, the company has annual revenues in excess of $70 billion and nearly 250,000 employees at 500 facilities in 200 countries. Best known for its chocolate, coffee (it invented instant coffee), and milk products, Nestlé sells hundreds of thousands of other items, most of which are adapted to fit local markets and cultures. Traditionally, this huge firm allowed each local organization to conduct business as it saw fit, taking into account the local conditions and business cultures. To support this decentralized strategy, it had 80

Globalisation, as an integrated and independent world economy, has contributed to the rapid expansion of international trade and world’s economic growth (Paik & Vance, 2006; Mutsuddi, 2012). The increase presence of global firms is shifting domestic HR towards global HR in addition to carry out a wider span of HR responsibilities (Losey, Meisinger & Ulrich, 2005; Rao, 2010; Jie, 2011; Mutsuddi, 2012). The generation of cross-border labour market also had brought human resource management into an international context (Mutsuddi, 2012).