Winch-it Pty. Ltd: Company 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

Secondly, in the uncertainty avoidance Nandy made the Indian employees participate in the hiring of locals and in suggesting where locals would be most useful, which can lower the uncertainty in the current staffs’ minds threatened because of the new members to some extent (Wipro Technologies Europe B, 2015). At the same time, Nandy made a clear division of responsibilities for the different employees based on the India and Europe (Wipro Technologies Europe A, 2015). For example, the European should build the favourable relationship between the clients and India-base Wipro people, so this is an effective measure to decline the uncertainty in the European business (Wipro Technologies Europe B, 2015).

Tagerty is small Australian based company who manufactures cosmetic products especially for men (body and skin care, sun protection and recovery, shaving and facial care, fragrances, deodorants and hair care). The company operates in low-key manner and has enjoyed success since beginning. With the emergence of new organic, natural and green products consumers became more sensitive towards their choice of product in Australia (Client1.ibisworld.com.au.2016). Therefore, company decides to explore new market.

Regionalization: New structures were formed in order to approach the ID problems. The organizational reconstruction focused on speed of results, process to be driven by B&L executives, and input from as many B&L employees as possible. A significant amount of time and money was dedicated to creating a task force that was goal was to evaluate organizational structure. They concluded that it was necessary for a fine-tuning of the current organization structure, a regional structure, a product-region matrix, and a global product structure.

Nothing is more important for global companies today than having the dexterity to be simultaneously local and international, to swiftly respond to regional preferences while scaling operating tactics and manufacturing improvements around the world. And as Honda's success in the international arena demonstrates, this capability is directly linked to unremittingly reexamining with every new automobile model - more broadly, with every new undertaking what is already believed to be

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

Whinch-it can pursue one of several approaches to international staffing, with each having its advantages and disadvantages. These staffing methods include ethnocentric staffing method which the strategic decisions are made at the headquarters and the foreign subsidiaries have limited autonomy. If Whinch-it feels there are no qualified personals in the host country then ethnocentric approach will prove to be the best one. Having a parent company national will also maintain the communication, coordination and control links to corporate headquarters. Disadvantages of this staffing model include reduced productivity and high turnover as a result of limited promotional opportunities to the host country nationals. Another staffing method that can be used is polycentric, this models allows each subsidiary to be managed by a host country national with some decision making autonomy, this will eliminate some of the problems that ethnocentric have while also eliminating adjustment periods, language barriers and it gives continuity of management of foreign subsidiaries Dowling et.al 2008. Polycentric however has its disadvantages such as language barriers with parent company national and the loyalty to the PCN might be lower that the loyalty to the HCN’s nationality. Geocentric method of staffing takes no account of the

Dowling Peter J and Welch Denice E and Schular Randall S(1999), International Human Resource Management, South-Western College

Honicker Corporation is a USA based, successful dashboard manufacturer. It has opportunities for international expansion, but due to the ultraconservative culture it did not happened until they faced a change in management in 2009. Honicker was a rich company, and to expand, they took the short road and acquired four companies around the world: Alpha, Beta, Gamma, and Delta. There were two commonalities among these companies: they serviced mainly in their own geographical area, and senior management knew their geographical culture and hold good reputation with their stakeholders.

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

This cases study examined the challenges of operating a business in a foreign country. The case study presents a specific business situation in Moscow, describes the prevailing conditions which needed to be addressed, relates the decisions that were made, and examines the consequences of failing to apply sound business and management principles. This case exemplifies many of the themes in international HR management including recruiting, onboarding, training and development, motivation and rewards/compensation, ethics, performance management, and cultural differences between the home country and host country.

Hitachi, Ltd. follows the principle of Centralization as it is a Japanese firm and the Japanese are very peculiar about the chain of commands or the levels of management that is to be followed in an organization. But this is somehow changing because of the changing business dimensions all around the world. So, as to remain in the market, it is required to respond and react accordingly to the market and make some changes in the organization principles for easy global operations.

Transnational operations provide companies a way to establish activities that add value to its business. These activities include various world markets with national similarities as well as national differences. A strategic management plan should enhance the company’s global vision, sometimes with a modified effect for local markets. Transnational IT operations offer companies many advantages, but with these rewards also come drawbacks.

Assessment: This alternative is fairly promising although its lack of unity of direction and a clear line of authority will set it back. This alternative will allow them to go quite a way in allowing them to meet the demands of both the European and Asian markets. This specialization will make it easier for them to pick up on changing trends in the market and keep up with demand. We would not recommend this as the most effective solution, though it would solve some of the wider issues. This could create an even bigger communication between upper level management and first level employees.

When Peter Hanson was designated Head of the newly established Product Development Center (PDC) of Hi Tech Systems in Shanghai, several critical decisions concerning the international human resource functions emerged. The complexity of these decisions are derived from a fundamental strategic dilemma of balancing adaptation and standardization (Managing Strategic Responsibility in the MNC). While standardisation of practices generates consistency in a multinational corporation, it lacks the flexibility to remain relevant to international matters (Managing Strategic Responsibility in the MNC). The intricacy of international human resource is reflected in the plethora of interconnected issues which include, but are not limited to, management of expatriates, cultural differences, and employee disputes (CITE??). Devising an optimal plan requires meticulous analysis of the various facets of Hi Tech Systems, and a keen understanding on the different global human resource approaches and their implications. An extensive review of human resource functions facilitate better understanding of Peter Hanson’s strategy. Evaluating Peter Hanson’s adopted strategies and their consequences result in a greater clarity of the situation and thereafter, allows for development of recommendations.