... which include more than 6,700 Dunkin’ Donuts locations throughout the United States and more than 3000 international locations. This figure compares with the 17,009 stores of coffee chain Starbucks, whose baked goods are usually prepared out of shop. Nearly all of Dunkin' Donuts locations are franchisee owned and operated. Only 77 franchisees exist west of the Mississippi River, mostly in Iowa, Arizona, Nevada, New Mexico. Within its Northeast home base, however, Dunkin' Donuts is particularly dominant and can be found in many gas stations, supermarkets, mall and airport food courts, and Wal-Mart stores. Outsourcing Human Resource Functions Many of the human resource functions are quite complicated. Small firms and those new to international business do not have the in-house capability to provide many services that internationalization requires and are compelled to contract them out to specialize outside vendors. To cut costs, increase efficiency, and focus on core competencies, many firms outsource nonstrategic human resource functions. Some functions, such as tax planning and preparation, have long been provided by outside vendors, but increasingly more tasks are being outsourced. Accounting and consulting firms traditionally provided services in taxation and compensation planning. Firms such as Berlitz and Windham International specialize in providing cross-cultural training, relocation assistance, and stress counseling. Executive search companies such as Korn/Ferry, Heidrick...
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...Journal of International Business and Cultural Studies Performance management effectiveness in Thai banking industry: a look from performers and a role of interactional justice Pachsiry Chompukum Chulalongkorn University Abstract Businesses are facing up to high competitive pressure, especially banking industry. After 1997 crisis, banking industry meet more challenges from new financial landscape. Aiming to improve organizational performance, they have been adopting management tools, namely performance management. To enhance impacts of performance management, it is important to understand employees’ perceived performance management effective since the process requires high involvement and commitment from employees. Data were collected from 476 employees in the four largest banks in Thailand. Results from structural equations analyses support hypothesized model that attitudes towards performance evaluation directly relate to perceived performance management effectiveness and interactional justice mediates the coaching- perceived performance management effectiveness. Discussion, limitation and future research are included. Keywords: Banking industry in Thailand, Banking industry and performance management, Effectiveness and performance management, Interactional justice, Performance Management. . This research was supported by Chulalongkorn University Centenary Academic Development Project. Performance management, Page 1 Journal of International Business and Cultural Studies...
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...Abstract The purpose of this paper is to identify and examine social and ethical issues within the global market. This document will also review how international management and cultural diversity are pertinent to the success of an organization that is operating in a foreign country. Based upon the above mention, this paper will focus on examining and providing frameworks and strategies that implement the concept of corporate social responsibility and cultural diversity. A number of factors are identified in the study, using literature reviews and numerous online research engines. Introduction Business firms that operate in foreign countries face an assortment of ethical and social challenges. These challenges run from fair treatment of employees, stakeholders, and customers, product safety, plant safety, advertising practices, human resources management, environmental problems, business practices, corruption, bribery, kidnapping, torture, and even murder. Therefore, organizations are increasingly concerned about how their actions affect the environment and social welfare. This in turn creates a demand by employees, consumers, investors, lenders, governmental agencies, and other stakeholder groups for demanding firms to operate in an ethical and socially responsible manner. Nevertheless, organizations cannot wantonly abandon their profit maximization aims while internalizing societal goals. As with other organizational decisions, ethical and social...
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...INTERNATIONAL HUMAN RESOURCE MANAGEMENT: Definitions of IHRM: Scullion (2005) tracked the evolution of definitions of IHRM. He observed that although there has been little consensus, definitions have broadly concentrated on examining the HRM issues, problems, strategies, policies and practices which firms pursue in relation to the internationalization of their business. Schuler et al (2009) similarly recently positioned the different views that have existed about the nature of IHRM. IHRM encompasses: ‘. . . the worldwide management of people in the multinational enterprise’ (Poole, 1990; p1) ‘. . . human resource management in an international environment . . . problems created in an MNC performing business in more than one country, rather than those posed by working for a foreign firm at home or by employing foreign employees in the local firm’ (Briscoe and Schuler, 2004; p1) ‘. . .how MNCs manage their geographically dispersed workforce in order to leverage their HR resources for both local and global competitive advantage’ (Scullion, 2005; p5) ‘. . . a branch of management studies that investigates the design of and effects of organizational human resource practices in cross-cultural contexts’ (Peltonen, 2006; p523) ‘. . . all issues related to the management of people in an international context [including] human resource issues facing MNCs in different parts of their organizations [and] comparative analyses of HRM in different countries’ (Stahl and Björkman...
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...Chapter One Scope of Strategic Management 1 Major Issues to Consider Global considerations impact virtually all strategic decisions. E-commerce has become a vital strategic management tool. The natural environment has become an important strategic issue. 2 Strategic Management Defined Art and science of formulating, implementing, and evaluating crossfunctional decisions that enable an organization to achieve its objectives. 3 Terminology “Strategic Management” Synonymous with “Strategic Planning” • Strategic management Used more often in academia • Strategic planning Used more often in the business world 4 Terminology Strategic management Refers to: Strategy formulation Strategy implementation Strategy evaluation Strategic planning Refers to: Strategy formulation 5 Brief History 1950s Term strategic planning originates 1960s – 1970s Strategic planning very popular Widely viewed as panacea for problems 6 Brief History 1980s Strategic planning cast aside Planning models did not yield higher returns 1990s–2000 Revival of strategic planning Widely practiced in business world 7 Strategic-Management Process Three Stages Strategy Formulation Strategy Implementation Strategy Evaluation 8 Strategy Formulation Vision & Mission Opportunities & Threats Strengths & Weaknesses Long-Term Objectives Alternative Strategies Strategy Selection 9 Strategy Implementation Annual Objectives Policies ...
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...INTERNATIONAL HRM The emphasis throughout this book has been on HRM as it is practice in organizations in the United States. But many of these firms also engage in international trade. A large percentage carry on their international business with only limited facilities and representation in foreign countries. Others, particularly Fortune 500 corporations, have extensive facilities, and personnel in various countries of the world. Managing these resources effectively, and integrating their activities to achieve global advantage, is a challenge to the leadership of these companies. We are quickly moving toward a global economy. While estimates vary widely, approximately 70 to 85 percent of the U.S. economy today is affected by international competition. Recent popular books have suggested that many U.S. companies need to reassess their approach to doing business overseas, particularly in the area of managing human resources. To a large degree, the challenge of managing across borders boils down to the philosophies and systems we use for managing people. In this chapter we will observe that much of what is discussed throughout this text can be applied to foreign operations, provided one is sensitive to the requirements of a particular international setting. The first part of this chapter presents a brief introduction to international business firms. In many important respects, the way a company organizes its international operations influences the type of managerial...
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...Diversity training has significantly influence equality and fairness in the workplace. Many organizations may face challenges how to balance diverse workforce, and they have realised the importance of diversity as a key of their business in order to quickly respond the needs of customers. Accompanying with the global economic integration, diversity has been a priority on the development of human resource. Creating equal and fair working environment would be significantly associated the profitability of organizations. This essay will mainly review the literature of workforce diversity training from several perspectives: definitions of diversity, benefits of diversity, diversity training and organizational attitude, evaluation of diversity training, challenges and resistance to diversity. The major benefits of diversity include increased quantities of high quality decisions, high employee loyalty and low turnover, and improved business performance. Diversity training approaches can be categorized into awareness-based training and skill-based training, and six major training techniques such as lecture, questioning, brainstorm, small-group discussion and role-playing can be adopted. Evaluating diversity training should be aligned with organizational business goals, and four steps could be used to evaluate diversity training programmes. Diversity blindness and diversity hostility are recognized as the major challenges for introducing workforce diversity training. Keywords: workforce...
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...What is goal congruence? It simply means making sure your goals are in harmony with and aligned to what you really want in life. An Important Illustration: Let's say you hate your job so you set a new goal find another job. You're so desperate and emotional to leave your current work situation you focus your goal on what you are feeling in the moment. Your goal: Find a better job, that pays money, with less stress. Maybe you follow the SMART goals formula and add specifics that you can measure, such as you want to find this job within four months and your minimum salary requirement is 10% more than your current job. Let's say four months later you achieve your goals - you have a better paying job and less stress. However, you're still dissatisfied, because the new job is not challenging. Your workday seems extremely long and you're unhappy. When you ensure your goals are aligned with what really want in life then you will be happier in the long run. If you would have taken the time to focus on what you really wanted your job search may have taken you in a new direction. In the end, you'd be doing work you love, with more energy, and interest. You'd feel a sense of accomplishment and be happier. Never underestimate the power of effectively aligning your goal. It's the foundation for really smart goals. Objective: Setting Personal Goals that Will Spark Your Enthusiasm and Lead to Lasting Success You Want to Be With the 3% That Succeed! 97% of people do not know how...
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...sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are undergoing have led to increased importance of managing human resources (Devanna, Fombrum, & Tichy, 1981; Wright, 1998). In this scenario, a human resource (HR) department that is highly administrative and lacks strategic integration fails to provide...
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...Business School School of Management MGMT3101 INTERNATIONAL BUSINESS STRATEGY Course Outline Semester 2, 2015 Part A: Course-Specific Information Part B: Key Policies, Student Responsibilities and Support business.unsw.edu.au CRICOS Code 00098G Table of Contents PART A: COURSE-SPECIFIC INFORMATION 3 1 STAFF CONTACT DETAILS 3 2 COURSE DETAILS 3 2.1 2.2 2.3 2.4 2.5 Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3 3 3 4 4 6 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 6 6 4 7 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details INDIVIDUAL ASSESSMENTS 7 7 8 4.2.1 Individual Written Assignment (25%) 8 4.2.2. Quiz (total 20%) 9 4.2.3. Individual Participation (10%) 9 4.2.4. Peer Evaluation and Team Reflective Journal 10 4.2.4.1. Peer Evaluation (weighting marks on group assessments) 10 4.2.4.2. Team Reflective Journal (5%) 10 4.2.5. Team Case Analysis (15%) 11 4.2.6. Team Simulation Performance (25%) 12 4.3. Late Submission 14 14 5 COURSE RESOURCES 14 6 COURSE EVALUATION AND DEVELOPMENT 15 7 COURSE SCHEDULE 16 PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 17 8 PROGRAM LEARNING...
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...sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are undergoing have led to increased importance of managing human resources (Devanna, Fombrum, & Tichy, 1981; Wright, 1998). In this scenario, a human resource (HR) department that is highly administrative and lacks strategic integration fails to provide...
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...Business School School of Management MGMT3101 INTERNATIONAL BUSINESS STRATEGY Course Outline Semester 2, 2015 Part A: Course-Specific Information Part B: Key Policies, Student Responsibilities and Support business.unsw.edu.au CRICOS Code 00098G Table of Contents PART A: COURSE-SPECIFIC INFORMATION 3 1 STAFF CONTACT DETAILS 3 2 COURSE DETAILS 3 2.1 2.2 2.3 2.4 2.5 Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3 3 3 4 4 6 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 6 6 4 7 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details INDIVIDUAL ASSESSMENTS 7 7 8 4.2.1 Individual Written Assignment (25%) 8 4.2.2. Quiz (total 20%) 9 4.2.3. Individual Participation (10%) 9 4.2.4. Peer Evaluation and Team Reflective Journal 10 4.2.4.1. Peer Evaluation (weighting marks on group assessments) 10 4.2.4.2. Team Reflective Journal (5%) 10 4.2.5. Team Case Analysis (15%) 11 4.2.6. Team Simulation Performance (25%) 12 4.3. Late Submission 14 14 5 COURSE RESOURCES 14 6 COURSE EVALUATION AND DEVELOPMENT 15 7 COURSE SCHEDULE 16 PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 17 8 PROGRAM LEARNING...
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...International Business Strategy Name: Institutional affiliation: Date: International Business Strategy Introduction There has been growing concern for the economic interdependence of nations on a global scale. As a result, companies have stepped up the cross-border business transactions in the recent past. Widespread sharing of technology, global economic shifts, and international governance among others, have been the enabling factors. Visionary business leadership has transformed national-level firms into robust multinationals that dispense a wide variety of goods and services to a scale never witnessed before. As many companies yearn to take their business internationally, they face ever-present challenges in the new business arena. Managers, therefore, need to take a keen interest in assessing the corporate strategies to fit the demands of international business so as to maintain their competitive edge and suitably serve the culturally diversified individual and institutional customers. This report analyses a myriad of aspects that multinational companies face in the global provision of goods and services. In its deliberations, the reports deeply evaluate the National Double Diamond model and its later improvement as well as the SAFe criteria that are essential to business leaders in effectively engaging in international business. It gives insight on how the varied features of the international business impact on the business strategy...
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...International Business Strategy Name: Institutional affiliation: Date: International Business Strategy Introduction There has been growing concern for the economic interdependence of nations on a global scale. As a result, companies have stepped up the cross-border business transactions in the recent past. Widespread sharing of technology, global economic shifts, and international governance among others, have been the enabling factors. Visionary business leadership has transformed national-level firms into robust multinationals that dispense a wide variety of goods and services to a scale never witnessed before. As many companies yearn to take their business internationally, they face ever-present challenges in the new business arena. Managers, therefore, need to take a keen interest in assessing the corporate strategies to fit the demands of international business so as to maintain their competitive edge and suitably serve the culturally diversified individual and institutional customers. This report analyses a myriad of aspects that multinational companies face in the global provision of goods and services. In its deliberations, the reports deeply evaluate the National Double Diamond model and its later improvement as well as the SAFe criteria that are essential to business leaders in effectively engaging in international business. It gives insight on how the varied features of the international business impact on the business strategy...
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...TABLE OF CONTENTS 1. Introduction 1 i. Company Profile & Main Issues 1 ii. Marissa Mayer 2 2. Political and Cultural Context in Yahoo – How it Contributed to the Lack of Growth and Direction 3 3. How could Yahoo Turn Around their Business? 4 3.A. Cultural-Excellence Approach 4 i. A Bias for Action 4 ii. Closeness To the Customer 4 iii. Autonomy and Entrepreneurship 5 iv. Productivity Through People 5 v. Hands-on Management 5 vi. Stick to the Knitting 5 vii. Simple Form, Lean Staff 5 viii. Simultaneous Loose-tight Organisation 5 3.B. Organizational Learning 6 4. Recommended HR and Leadership Practices 7 4.A. Human Resource Practices 7 i. Fair Evaluation System of Employees 7 ii. Open House Discussions and Feedback Mechanism 7 iii. 360 degree Performance Management Feedback System 8 iv. Attract, Recruit and Retain the Right People 8 4.B. Leadership Practices 9 i. Participative Leadership Style 9 ii. Transactional Leadership Style 10 iii. Transformational Leadership Style 10 5. Potential Sources of Resistance Among Yahoo Employees 11 6. Conclusion 11 7. References 12 1. Introduction i. Company Profile & Main Issues For nearly ten years, Yahoo has delivered Web services to millions of people daily, and in the process made billions of dollars. As the history off Yahoo unfolded and experienced a phenomenal climb to success, Yahoo creators...
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