PolyProd's Management Information System: A Case Study

In this essay, I am going to discuss how practices of managing culture have been used to develop the management of Globalization in the post-bureaucratic era. Globalization has led to the increasing number of global business relationships, the emergence of new global work structures and work environments. To address this I will discuss Cultural globalization, the practices of Frederick Taylor (Carol Carlson Dean, (1997)) that have led to the social dominance, as corporations around the world have started to adopt these practices to increase bureaucracy for interest and welfare of the companies. Proceeding on to the second point on Global leaders in a heterogeneous vs. homogeneous world. Where (Rego, A., Clegg, S. & Cunha, M. 2011) describe the heterogeneous view “We live in an increasingly borderless world that is nonetheless still filled with linguistic, cultural, political, temporal, economic, and social borders." compared to (Osifo.S, Eromosele. O December 2011) who says that globalisation has allowed “Organizations have an innate tendency to develop homogeneity, in the sense of shared beliefs and shared values. And finally triple bottom line approach in multinationals. Where pressures from stakeholders, have given companies incentive to focus on triple bottom line (Carol M. Sánchez, Alexandra S. Schmid, 2013)

Challenge of Globalization W. L. GORE & ASSOCIATE had been expending their business in more than 30 over country; there are Asia Pacific, Europe and the Middle East, Central America, North America and South America, leading manufacturer of thousands of advanced technology products for the electronics, industrial, fabrics and medical markets. With the employees of 9.500 people around the world, managing the people also bring along the trouble as well. With the diversity of culture, people, background, language and norms, challenges and problems occur within the company and beyond the boundaries of the company. This is the major problems that will occur when a company goes global and expanding to the world. This challenge of globalization

Within the global business environment one thing is constant and inevitable, the need for change and the effort and focus that it requires. The need for change can be attributed to various factors; two that immediately come to mind are globalization and advancements in technology.

As per the 14th Annual Global CEO Survey by Price Waterhouse Cooper for the year 2011, the need had been identified to bridge the gap of global skills as one of the biggest concerns, specifically for companies considering attraction, recruitment, development and retention of talents across the globe (Moran, 2014). Costly mistakes, frustration, and confusion are the main consequences of absence of global skills mainly because of ignorance regarding the effect of culture across the work place. This is because ignorance of culture differences result in unproductivity across the organization (Latimer, 2012).

Managers are responsible for using resources, including personnel, to ensure a company’s success by meeting its overall goals and objectives. This alone can be a challenge, but when operations cross national borders, it can be particularly difficult. Mangers face unpredictable and sometimes hostile environments in areas they often know little about. In their book “Management Across Cultures,” Richard Steers, Carlos Sanchez-Runde, and Luciara Nardon discuss ten specific people related challenges managers face that can mean the difference between success and failure in the global market (Steers, Sanchez-Runde, & Nardon, 2010).

Ambrose, Koh, Gregory and Moran conducted research on cultural intelligence of international managers, especially in the IT industry therefore the attention will be drawn to their works as well. Cultural differences can be among the reasons for

Technology and Globalization have changed the landscape of organizational functionality. The technological advent of virtual communication has created opportunities to collaborate with individuals anywhere around the globe. Globalization has provided organizations with several opportunities to maximize their profits by allowing strategic placement of operations in countries where resources are cheaper or more abundant. Capitalizing on these opportunities requires communication and coordination of global teams (Griffith & Harvey, 2007).

A great deal of research and reporting has gone into the emerging international movement known as globalization and the business ramifications of globalization has been reviewed and analyzed as the main focus of globalization. But management's pivotal need to develop smart strategies for the cross-cultural relationships that are inevitable vis-à-vis globalization has perhaps not been sufficiently explored in the literature. This paper focuses on how corporations, businesses and other organizations are going about or should be going about the correct approach to cross-cultural understanding and cooperation when it comes to globalization. A portion of this paper also will serve as a design using best practices in terms of meeting the challenges that globalization presents vis-à-vis cultural diversity.

Cultural issues different customers in the global market have different culture and this calls for a different strategy to handle their needs

Organization wants to achieve the objectives of sustained growth and increased profitability, organization must constant innovation its product or service, also need to carry out some plans to expand its business to enable an organization to have a better development. Organization expands its business cannot be confined to the domestic market must also move abroad, which effectively allows an organization closer to the global market and broadening the scope of business and profitability. However, business expansion is not as easy in this global environment, globalization has not only changed the enterprise competitive landscape also influence the way leaders conduct business (Caligiuri, 2006). Furthermore, with globalization, global leadership in terms of cultural knowledge needed to become more acute and require more advanced level of cognitive ability on the complexity of managing the demand of multiple cultures while completing managerial tasks (Caligiuri, 2006, Grosse, 2011). Therefore, the development of global management skills is very important for the global organizations and managers. Only effective in developing global management skills can help the organization reduce the risk of international business

IBM's dominance as a global leader in information technology and services has created a dilemma for the senior executives managing the company during the timeframe of the case study, IBM in the 21st century: The coming of the globally integrated enterprise (Kanter, 2009). The company struggles with an ethnocentric approach to making decisions it is very aware of, working to create more multicultural and hybrid-based management models that taker into account the specific requirements of low, intermediate and high-growth regions of the world. The mission of the Integration and Values Team (IVT5) is to create an integrated human capital supply chain that can be agile enough to align with specific product and service initiatives yet structured enough to capitalize on the inherent strengths of each nation. This challenge is evident in how the company attempts to balance growth opportunities in Brazil, Russia, India and China (BRIC) while still keeping established operations in lower-growth economies moving forward (Kanter, 2009). The IVT5's mandate is to create a more effective leadership structure for the company that has the ability to localize IBM to all markets served whole also capitalizing on the core strengths of innovation and customer-driven value that the company is well-known for (Kanter, 2009). IBM reported during the period of the case study that 60% of their revenues were derived from non-U.S. operations and 65% of

Management styles differ with each country, region and industry. From varying leadership styles, religious beliefs, geography to social mores to gender differences, there are many challenges facing managers in today’s global economy. I work for a global medical device and software industry where we have offices and regional management structures across the globe. I’ve had the privilege of working with managers and team members in the UK and European markets and have noticed many differences between how we manage staff, resources and clients. While we have commonalities in the product we’re implementing or presenting to clients or even the language we speak, in the end, we conduct business differently depending on the country or region we’re from.

INTERNATIONAL MANAGEMENT: CULTURE, STRATEGY, AND BEHAVIOR, EIGHTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited

The world offers significant business opportunities for every company, however, opportunities are accompanied by significant challenges for managers. Managing global operations across diverse cultures and markets represents a big challenge and opportunity for companies. To compete in the global market and be successful, companies must learn the strategies, policies, norms and technology necessary to conduct international business. The opportunities for global expansion are numerous, and attaining success is a matter of developing the right strategy to win local markets and its consumers.

Introduction - Globalism gradually developed over the last few decades because of the increased number of regional trade agreements combined with Internet and phone communication improvements. Globalization has brought the world closer in communication, economics, politics, and especially business. The Internet and technological improvements have allowed instantaneous communication almost anywhere, and even poor women in India are using Smartphones to manage their banking portfolios. The idea of globalism continues to break down cultural barriers. As this continues it will be essential for organizations to not only understand, but embrace cultural differences and styles (Levin, 2008). Clearly, the changing demands of global stakeholders require new ways of approaching diverse individuals and cultures. There are differences in style, skill, education and attitude in every organization now accentuated when we think of the multi-national organization. Organizations are far more effective once they understand and use diversity within their strategic and tactical planning process (Parvis, 2003).