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MGMT1001 s1 2012 – ‘Spot Collection’
Topic 9: The Organisational Environment and Global Dimensions of Management
Textbook question: answer Question 4 in the ‘Thinking critically about management issues
section’ on page 76 (max. 200 words).
A Singaporean managers might have have to face challenges in language, business
culture, management style and family when managing a manufacturing plant in Sydney
or Auckland. The manager might have difficulties understanding australian english or
he might not earn respect because of his singaporean english. Business practices in
asia might differ to Australia, such as terms of payment to suppliers. The management
style in Singapore might have a stronger focus on efficiency while Australians are more
laid back and allows greater freedom. The manager might have concerns on how to
settle his family, like moving the whole family to Australia. if so, may have more
concerns like education for his children and job opportunities for his wife. However,
these cases will be different for an australian manager transferred to singapore.
Singaporean workers are quite used to working with foreign managers due to the
extend of foreign investment within the country. Main concerns revolve around
differences in management style and family. As said above singaporean workers might
need closer supervisions or more definite commands. International school spots are
quite limited in Singapore, therefore the Australian manager might have to decide
whether or not, to move his family overseas.
Textbook Question: answer Question 6 in the ‘Thinking critically about management issues
section’ on page 76 (max. 200 words).
There are three critical views on managing an organisation that operates on a global
scales, they are ethnocentric, polycentric and geocentric views. An ethnocentric attitude
describes the parochialist belief that the best work approaches and practices are those
of the home country. Organisations with this view is most likely to fill the management
with people from the originating country. Polycentric view believes the managers in the
host country know the best work approaches and practices for running their business.
Organisations with this view will select managers from the host country, also making
sure they are well adopted to the organisations' culture. Meanwhile, geocentric attitude
is a world-oriented view that focuses on using he best approaches and people from
around the globe. Organisations with this attitude are going to recruit managers from
Organisations might outsource its training programme to other companies, or for larger
companies, they might set up their own training system. For example, McDonald's and
Disney Corp. have their own university, which offers introduction and continuous
training programmes for their range of employees in different countries, to ensure the
companies' values are well conveyed.
Internet has a great part on changing the old practice of selecting and training
managers. Organisations are able to conduct interviews through video conference
system, reaching managers from different countries and eliminating the cost of
transport. Many Organisations have training programmes accessible through the
internet. It offers greater flexibilities to both the company and the managers. Managers
can be trained after work and the company does not need to employ training specialists
to train each manager.
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Write a 200 word summary article by Harris & Brewster (1999)
Due to the extent of globalisation, organisations have to recruit more internationalised
managers to support an organisation in expending internationally. The companies tend
to select 'high potentials', which are young individuals who own skills such as
experience, adaptability competence, managerial talent and initiative and creativity. The
international manager-selection systems can be categorised into open/formal,
open/informal, closed/formal and closed/informal. Open/formal systems are most
greatly used in organisations with influences from the closed/informal system, which is
also called the coffee-machine system. Candidates that are well-known to the selector
is more likely to get the job. Other factors like gender, family, physical or financial
disabilities also influence the selection process.