By Anju Chawla Trainer for Marketing & HR with IIPM, Symbiosis, IRS & ICFAI
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Sessions objectives
In this session, we examine how international growth places demands on management, and the factors that impact on how managers of internationalizing firms responds to these challenges. We start with the premise that the human resource (HR) function does not operate in a vacuum, and that HR activities are determined by, and influence, organisational factors. We cover the following areas:
Sales subsidiary
Replacing foreign agents/distributors with own through sales or branch offices/subsidiaries May be prompted by:
Problems with foreign agents More confidence in international activities Desire for greater control Give greater support to exporting activities
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International division
Creation of a separate division in which all international activities are grouped Resembles miniature replica of domestic organization Subsidiary managers report to head of international division Objectives regarding foreign activities may determine approach to staffing of key positions
Expatriate management role of corporate HR
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The matrix
An attempt to integrate operations across more than one dimension Violates Fayols principle of unity of command Considered to bring into the management system a philosophy of matching the structure to the decision-making process
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responsibilities across all business units regardless of national boundaries.It is a complex flow of components, products, resources, people and information among its subsidaries, while simultaneously recognizing distributed specialized resources and capabilities.
Networked firm- Subsidaries have developed into significant centres for investments, activities and influence and can no longer be regarded as the periphery. GE has established a centre of excellence in Hungary for R&D in its lighting division.
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Control mechanisms
Globalization brings considerable challenges which are often underestimated. Every morning when I wake I think about the challenges of coordinating our operations in many different countries
Quote by Accor CEO
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Interfirm linkages
Alliance (strategic alliance, cooperative venture, collaborative venture or corporate linkage) A form of business relationship that:
Involves some measure on interfirm integration Stops short of a full merger or acquisition
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HR factors
HR issues and activities that affect the successful functioning of international joint ventures include:
Assigning mangers to the joint venture Evaluating their performance Handling aspects pertaining to career path Compensation benefits
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Sessions summary
The purpose of this session has been to identify the HR implications of the various options and responses that international growth places on the firm. This session focused on: The organizational context in which IHRM activities take place. Different structural arrangements have been identified as the firm moves along the path to multinational status from export department through to more complex varieties such as the matrix, heterarchy, transnational and networked. Control and coordination aspects. Formal and informal mechanisms were outlined, with emphasis on control through personal networks and relationships, and control through corporate culture, drawing out HRM implications. (cont.)
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Through the approach taken in this chapter, we have been able to demonstrate that there is an interconnection between international HRM approaches and activities and the organizational context and that HR managers have a crucial role to play. In order to perform this role better, it would seem important that HR managers understand the various international structural options along with the control and coordination demands imposed by international growth and the HR implications that accompany the range of operation modes outlined in this chapter.
The End!
Assignment:: Find out the HR policies of any MNC and prepare a presentation individually, for next class.
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