Increased training expenditure and pressure to up educational qualification – increasing need for self dvpt. Knowledge is driving employment, investment & productivity. Managing a Global Workforce: Emerging Issues Armstrong defines the 7 characteristics of people management being adopted viz: Cosmopolitan, Culture, Compensation, Communication, Consultancy, Competence and Coordination Centralisation strategy extent of parent country control of employment policies – Helps plan for Mgt. Succession Secure high quality staff members Managing existing operations effectively More commitment because of assurance of a global outlook Merging employment practice and culture (the convergence thesis) Managing diverse cultures, social systems and legal requirements Managing people spread across the globe even with the most sophisticated global system is not the same e.g. video conferencing the absentee boss. – Chia (1995) says of management: for success “the earlier generation’s recipe hinged on hard work, smart moves, the right business and political connections, and a docile labour new monopolies, protectionist barriers… force. …the has to exercise greater levels of leadership this with being an …manager …balance To this has to be added coaching, team building and motivating the entrepreneur… company , the ability to visualize, plan strategically, market and reengineer products and services and the belief in a customer driven culture.” Globalization and the role of the State Traditional role of the state in a tripartite IR system is being threatened by enterprise level C.B Role of international bodies external governments Laws in some countries in Europe forbid investment for poor labour practice records International pressure groups on Corp. Responsibility e.g. on Shell
Increased training expenditure and pressure to up educational qualification – increasing need for self dvpt. Knowledge is driving employment, investment & productivity. Managing a Global Workforce: Emerging Issues Armstrong defines the 7 characteristics of people management being adopted viz: Cosmopolitan, Culture, Compensation, Communication, Consultancy, Competence and Coordination Centralisation strategy – extent of parent country control of employment policies Helps plan for Mgt. Succession Secure high quality staff members Managing existing operations effectively More commitment because of assurance of a global outlook Merging employment practice and culture (the convergence thesis) Managing diverse cultures, social systems and legal requirements Managing people spread across the globe even with the most sophisticated global system is not the same e.g. video conferencing – the absentee boss. Chia (1995) says of management: “the earlier generation’s recipe for success hinged on hard work, smart moves, the right business and political connections, monopolies, protectionist barriers… and a docile labour force. …the new …manager has to exercise greater levels of leadership …balance this with being an entrepreneur… To this has to be added coaching, team building and motivating the company , the ability to visualize, plan strategically, market and reengineer products and services and the belief in a customer driven culture.” Globalization and the role of the State Traditional role of the state in a tripartite IR system is being threatened by enterprise level C.B Role of international bodies external governments Laws in some countries in Europe forbid investment for poor labour practice records International pressure groups on Corp. Responsibility e.g. on Shell
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