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Problems in cross cultural management
Problems in cross cultural management
Problems in cross cultural management
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Transitioning into new leadership roles is very crucial for the executives as it tests their strength from day one, with the pressure to strategize, diagnose, delegate and communicate effectively. There is no one size fits all approach for easy transitions that ensures easy successful leadership, the leaders must have a deep understanding of the situation at hand and adapt to that reality. I am of the notion that Mr Akbar and Son have taken up senior management roles in the BP oil company so as to generate commitment from their staff and ensure easy transition for all stakeholders, they may reflexively rely on the skills and strategies that worked for them in the past.
Beginning with the assumption that decision makers (Human Resources Management) in the BP company must design an intended system of HR practices they believe will lead to positive organizational outcomes after the acquisition of Akbar & Sons oil company, they may face a challenge to implement those practices in the company they took over. In various situations, this involves a huge revamp of systems already in place, while in others it simply requires small changes. In both scenarios, the implementation challenge is not easily addressed because obstacles exist at both the institutional and individual levels.
Implementation of new HR systems is made difficult because usually managers made responsible to execute these practices develop a comfort that comes with familiarization of behaviors and results. New practices threaten the comfort because employees must learn new unfamiliar behaviors with unknown effectiveness and consequently elicit resistance. Considering that this is an obstacle BP oil management faces, there are also other challenges such as language ...
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... to be ready to work in a new environment with different religious beliefs. BP oil may need to adjust some of policies to accommodate some their employees in the middle east since it decided to retain all of Akbar and Sons employees .
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1. How was Lincoln able to grow and prosper for so long in such a difficult commodity industry that forced out other giants such as General Electric, Westinghouse and BOC? What is the source of Lincoln’s outstanding and enduring success?
Exxon Mobil is a great example of a corporate giant. It all started in 1870, when JD Rockefeller founded U.S. Standard oil a company that will go on to be the most profitable in the world. In 1911 the company split up into 34 different companies, amongst these companies was Vacuum oil company that will later be called Mobil Oil and Jersey Standard which was renamed to Exxon corporation. In 199 the two companies decided to work together again, this was the birth of Exxon Mobil.
First the story of the Standard Oil Company briefly describes the limits of power. When Rockefeller was trying to take over the market he formed the “South Improvement Plan. When this occurred the public grew very angry with the price of trains, so nobody went on the railroads and Rockefeller eventually got the bill, until prices changed. This is an example of how the consumers, make the company run and when nobody wants to buy your product the individual must adjust. Another example would be when the Standard Oil Company was primarily the only oil company and was forced to split into thirty nine different independent companies. This shows that one business cannot control the entire market and interventions will need to be done accordingly so that a company does not have all the power.
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Organizations’ other resources can be hired, retained and discarded at any time but human resources needs special treatment. It needs to be carefully hired, deserve an extra effort to retain it and requires training & development to upgrade and improve its capabilities. Other resources depreciate with the passage of time but when the human resource gains more and more experience, it becomes more beneficial for the organizations. These characteristics have brought human resources to be the central element for the success of an organization. (Mohammed, Bhatti, Jariko, and Zehri, 2013, pg. 129, para. 2)
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At British Petroleum our goals are based upon our needs to foster and increase positive perceptions of our organization among employees and their families. We pride ourselves on setting the industry standard for drilling safety and employee retention in a worldwide market, however there is always room for improvement. British Petroleum seeks to bridge the business and workforce aspects of our company into more of a family like community. Our competitors are aware that we operate in a global market and bring on only the best for our worldwide team. Our workforce is one of the largest in the world, this is why aspire to cultivate that family like dynamic. After the Deepwater Horizon incident, our commitment to our employees undeniably impacted
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In this paper we have chosen to explore Procter and Gamble (P&G), a multinational corporation which has lead the way in creating one of the best human resource management systems to date. By using P&G, we are seeking to provide an example of how current multinational companies make decisions to manage their human resources (HR) activities, in search of effective management of their HR costs and in search of professional HR management.
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.