BUSINESS MANAGEMENT

Business Management

Table of Content

Section A3

Critical Analysis3

Cultivating a Global Mindset4

Global mindset training4

Challenges of a cultivating a global mindset5

Challenges Facing Global Markets6

Change6

Coping with Change7

Complexity7

Contending with Complexity8

Competition9

Resource Deployment9

Organizational Responses to Global Challenges9

Reflection10

Section B10

Critical Analysis11

Structural Pattern11

HRM of Japanese Companies in the Global Competition13

Consequences of Shift in HRM from People to Performance Oriented13

Reflection14

References16

Business Management

Section A

“Boyacigiller et al (2006 p81) have stated that 'A key difference between domestic and global managers is the need for global managers to deal with significantly greater complexity and to be open to the outside world.' However, Baruch (2002 p36) has made the point that 'although the concept of globalization reflects true business reality, the idea that there is a certain template-a “gingerbread man cutter” concept into which one should fit in order to be the successful Global Manager seems flawed”

Critical Analysis

Globalization is no longer an abstraction but a stark reality that virtually all firms, large and a small, face. Firms that want to survive in the 21st century must confront this all encompassing force that pervades every aspect of business. In a wide range of industries from automobiles to food and clothing, firms face the pressures of global competition at home as well as in international markets. Choosing not to participate in global markets is no longer an option. All firms, regardless of their size, have to craft strategies in the broader context of world markets to anticipate, respond and adapt to the changing configuration of these markets. For large multinationals with experience in plying global waters, this orientation is not misplaced. However, the conclusions and implications do not apply to firms with limited experience in international markets who are just beginning to target customers in other countries and learning how to build operations in these markets. Today, an increasing number of small and medium-size firms are going global and their concerns are markedly different from those of established multi-nationals (Adler, 2008, 74).

The plight of today's global managers is evident from the legions of stories about failures in cross-border enterprise. Global managers are responsible for utilizing human, financial, and physical resources in ways that facilitate their organization's overall objectives in turbulent and sometimes hostile environments about which they often understand very little. Nonetheless, ignorance or unfamiliarity with local business customs is seldom an acceptable excuse for failure, and with the current global infatuation with a fairly narrow definition of leadership - 'Lead, follow, or get out of the way' and 'Just do it!' - There is seldom any room for anything but success. Indeed, particularly in many Western cultures, lack of success is more often attributed to personal failure than external considerations beyond management's control.

As globalization pressures increase and managers spend more time as frequent flyers and flexpatriates, the training and development community has increasingly advocated more intensive analyses of the criteria for managerial success in the global economy (Argyris, 1995, 20). As more attention is focused on this challenge, an increasing cadre of management experts are honing in on the need for managers to ...