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This document outlines cultural characteristics and risks that may arise when managing a multinational workforce, and proposes mitigation strategies and affected HR areas. Specifically, it identifies risks such as a gap between management and workers, unclear chains of command, flexible timekeeping norms, and differences in individual vs group mentality across cultures. For each risk, it recommends mitigation tactics like training, organization charts, meeting schedules, and disciplinary policies. Affected HR areas could include performance management, staffing, training, feedback and compensation. The overall goal is to develop cross-cultural understanding and establish processes that balance differing cultural norms.
This document outlines cultural characteristics and risks that may arise when managing a multinational workforce, and proposes mitigation strategies and affected HR areas. Specifically, it identifies risks such as a gap between management and workers, unclear chains of command, flexible timekeeping norms, and differences in individual vs group mentality across cultures. For each risk, it recommends mitigation tactics like training, organization charts, meeting schedules, and disciplinary policies. Affected HR areas could include performance management, staffing, training, feedback and compensation. The overall goal is to develop cross-cultural understanding and establish processes that balance differing cultural norms.
This document outlines cultural characteristics and risks that may arise when managing a multinational workforce, and proposes mitigation strategies and affected HR areas. Specifically, it identifies risks such as a gap between management and workers, unclear chains of command, flexible timekeeping norms, and differences in individual vs group mentality across cultures. For each risk, it recommends mitigation tactics like training, organization charts, meeting schedules, and disciplinary policies. Affected HR areas could include performance management, staffing, training, feedback and compensation. The overall goal is to develop cross-cultural understanding and establish processes that balance differing cultural norms.
CHARACHTERISTIC / RISK Gap Between Management Develop Training Program & PERFORMANCE and Workers Conduct assessment of MGMT/FEEDBACK/STAF current climate FING/ TRAINING/DISCIPLINE Clearly Identifying Chain of Develop Organization Charts PERFORMANCE Command MGMT/FEEDBACK/STAF FING/ TRAINING/DISCIPLINE
Meeting Times Establish Meeting Times or PERFORMANCE
Acceptable +/- timelines so all MGMT/FEEDBACK/DISCI parties are aware PLINE No Boundaries for Be flexible with Time PERFORMANCE Timekeeping management and create rules MGMT/FEEDBACK/DISCI that are reasonably met and PLINE understood by employees Conferences Schedule conferences with PERFORMANCE built in excess time for MGMT/FEEDBACK/STAF Risk Mitigation RISK MITIGATION HR AREAS AFFECTED
High versus low context Identify In-Groups. Establish a PERFORMANCE
culture middle ground MGMT/FEEDBACK/STAF FING/
Team versus individual Establish a common ground PERFORMANCE
mentality for communicating with MGMT/FEEDBACK/STAF groups FING/ DISCIPLINE Employees Appraisals Educate expats on in-group PERFORMANCE mentality prior to appraisal MGMT/FEEDBACK/STAF process to ensure personnel FING/ are assessed fairly COMPENSATION
Importance of Status is Acknowledge cultural status TRAINING/STAFFING/PE
more important in host and provide cross-cultural RFORMANCE MGMT nation training Low Uncertainty None Both Countries are Low Risk Mitigation RISK MITIGATION HR AREAS AFFECTED
Group Mentality is not Establish discipline actions PERFORMANCE
conducive to disciplinary that are not mass punishment MGMT/FEEDBACK/STAF actions for the group FING/ DISCIPLINE
Employee Corrections Identify if corrections need to PERFORMANCE
address the group or MGMT/FEEDBACK/DISCI individual members of the PLINE/ group WORK DESIGN
David M. Schneider, Richard Handler-Schneider On Schneider - The Conversion of The Jews and Other Anthropological Stories-Duke University Press (1995) PDF