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HRM 5000-8 HR in the Global Environment Week 8 Analyze Personnel Needs to Support Globalization Efforts

Analyzes personnel needs for globalization.

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    Leadership and d oing business in Scandinavian countries 1 HRM 5000 - 8 HR in the Global Environment Week 8 Analyze Personnel Needs to Support Globalization Efforts Due to the globalization of business operations, management teams have become very serious in retaining and promoting the right person for overseas positions. You have just been told to hire a new manager for your company’s Scandinavian division. Describe in detail the most important skills and qualifications considered essential for overseas assignments, particularly in these countries. Also explain in detail some of the challenging issues and prospects of doing business abroad. Hypothesize the most important information you would be sure to communicate to HR managers as well as the senior leadership team. Provide specific examples where possible to detail your plan for this initial hiring for the Scandinavian division. Support your paper with a minimum of five (5) resources, which may include your required text. In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included. Introduction: Human resources and leadership has been a very critical issue when firms expand into other countries . Understanding the native culture and the very important way of doing business in the foreign country is very critical for success of the firm in its expansion motives. Leaders and personnel who are deployed to take care of overseas assignment should not only have the cultural orientation but should also look at playing the perfect card in terms of accepting the business conditions of the foreign country in this case Scandinavia. The economies around the globe are characterized by different cultures and each culture cluster has its own un ique set of ideologies, values, beliefs, thought patterns etc. The individuals in the society acquire these cultural attributes through the process of socialization and these play a major role in shaping their behavior and personality as a whole. As companies globalize, the workforce gets diversified geographically and culturally and managing diversity has always been a challenging issue on

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    Leadership and d oing business in Scandinavian countries 2 account of varied perceptions and ideologies. The problem gets even further accentuated when the labor laws differ across economies. Hence Leaders who are sent on foreign assignments need to be very careful about the way they man a ge cultural differences and understand multicultural diversity. Skills needed for doing business in Scandinavia: 1.U nderstanding the culture: Scandinavian countries are also called the Nordic countries. The general business environment in these countries is heavily tilted towards planning; strategy and communication. Personnel who are in Scandinavian countries need to know the Nordic culture very well in order to successfully man a ge business units here. Though the cu lture of each of the Scandinavian countries are different, the countries are exposed to being global and focus in common values Their mission being long term thinking and creation of common good , human resources deployed to work here need to understand this culture in order to make a successful stint as not only a good leader but also a good corporate citizen . These cultures are heavily tilted towards innovation and management styles are very different . In order to be successful in the Scandinavian country the person who leads the business units needs to unde rstand the five forces of culture interpretation as discussed by Geert Hofstede. Hofstede cultural dimensions play a very important role in understanding the implications of doing business in south Africa . The four dimensions of culture proposed by Hofstede are Power Distance, Collectivism vs. Individualism, Femininity vs. Masculinity, Uncertainty Avoidance. Hofstede’s dimensions of culture explain structuring organizations in a different way where people within the organizations have different

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    Leadership and d oing business in Scandinavian countries 3 motivations, and where different issues are being faced within the society by people and organizations. Power distance is defined as the degree to which the organizational power of a society or organization should be distributed unequally or equally and also how the power holders’ decisions should be viewed or accepted. Collectivism vs . Individualism is defined as the degree to which people or culture which relies to the self and their immediate families, by remaining independent from groups and organizations. Femininity vs. Masculinity is defined as the degree which basically refers to expected gender roles in a culture to which gender roles vary from one society to another, social supports and the quality of life. Common masculine values include assertiveness, performance, ambition, achievement, material possessions, and progress whereas Common feminine values include people and warm relationships, quality of life, sensitivity, nurturance, concern, and modesty. Uncertainty Avoidance refers to the extent to which members of a culture feel uncomfortable by dealing with uncertain situations trying to avoid them by establishing more structure. These cultures prefer to avoid uncertainty as a cultural value and desire consensus. In order to retain and h ire good mangers for leading a business unit in a Scandinavian country it is very important to look at these dimensions very carefully so that performing the very sensitive task of leading successfully can be ascribed to an organization . 2. Managing differently: Management in most of Scandinavian countries is a role paradigm different from other countries . The leader who is deployed to take care of the Scandinavian branch should understand that the workers have to be consulted. The workers are said to be much disciplined , very hardworking and take initiative for collective go o d. The leader should be not only participative but tap the

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