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A Singaporean managers might have have to face challenges in language
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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

different countries.

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.

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