Developing a Global Management Cadre
奋发向前创新路的英语作文
Innovation is the driving force behind progress and development in any field.It is the key to unlocking new opportunities and overcoming challenges.Heres a detailed English essay on the importance of moving forward with innovation.Title:Striving for Progress through InnovationInnovation is the lifeblood of growth and transformation.It is the process of translating an idea or invention into a good or service that creates value or for which customers will pay.The essence of innovation lies in its ability to bring about change,to challenge the status quo,and to pave the way for new possibilities.The Importance of Innovation1.Economic Growth:Innovation is crucial for economic growth.It leads to the creation of new products,services,and industries,which in turn creates jobs and boosts the economy.petitive Advantage:Businesses that innovate are more likely to gain a competitive edge in the market.They can offer unique solutions to customer problems,which can lead to increased market share and profitability.3.Solving Complex Problems:Innovation is essential for addressing complex societal and global challenges such as climate change,health crises,and resource scarcity. Innovative solutions can lead to more sustainable and equitable outcomes.4.Adaptability:In a rapidly changing world,the ability to innovate is a survival skill.It allows individuals,organizations,and societies to adapt to new circumstances and to seize opportunities that arise from change.5.Cultural Development:Innovation also enriches culture by introducing new ideas,art forms,and ways of thinking.It can lead to a more diverse and vibrant cultural landscape. Barriers to InnovationDespite its benefits,innovation faces several barriers:1.Risk Aversion:Many individuals and organizations are riskaverse and prefer to stick to triedandtested methods rather than embracing the uncertainty that comes with innovation.ck of Resources:Innovation requires investment in research and development,which can be a significant barrier,especially for small businesses and developing countries.3.Regulatory Hurdles:Sometimes,strict regulations can stifle innovation by creating additional costs and delays.4.Cultural Resistance:In some cultures,there may be resistance to change,which can hinder the adoption of innovative ideas and practices.Encouraging InnovationTo foster innovation,several steps can be taken:cation:Encouraging a culture of curiosity and creativity from a young age can help develop the next generation of innovators.2.Incentives:Governments and organizations can provide incentives such as tax breaks, grants,and awards to encourage research and development.3.Collaboration:Collaboration between academia,industry,and government can lead to the sharing of knowledge and resources,fostering an environment conducive to innovation.4.Risk Management:Developing strategies to manage and mitigate the risks associated with innovation can make it more appealing to potential investors and stakeholders.5.Cultural Shift:Cultivating a culture that values and rewards innovation can help overcome resistance and encourage more people to engage in creative thinking and problemsolving.ConclusionInnovation is not just about creating something new its about creating value and making a difference.By embracing innovation,we can drive progress,solve complex problems, and create a better future for all.It is our collective responsibility to nurture an environment where innovation can thrive,and it is our collective benefit to enjoy the fruits of our creative endeavors.Innovation is the key to unlocking a brighter and more prosperous future.It is through our commitment to innovation that we will continue to advance and evolve,ensuring thatwe are not just surviving but truly living in a world that is constantly improving and adapting to new challenges.。
全球型管理顾问发言稿英文
全球型管理顾问发言稿英文Ladies and gentlemen,Good morning/afternoon/evening. I am honored to stand before you today as a global management consultant to share my insights on the ever-evolving landscape of the business world. As the world becomes more interconnected and interdependent, the role of a management consultant has become increasingly crucial in helping companies navigate the challenges and seize the opportunities presented by globalization.First and foremost, it is important to recognize that the global business environment has undergone significant transformations in recent years. Factors such as technological advancements, changing consumer preferences, geopolitical shifts, and the rise of emerging markets have disrupted traditional business models and necessitated a more agile and adaptable approach to management. As a global management consultant, my role is to assist companies in understanding and responding to these changes effectively. One of the key challenges faced by companies in this new global era is the need to obtain a holistic view of the business environment. Gone are the days when companies could focus solely on their domestic market and expect to thrive. Today, success in the global marketplace requires a deep understanding of global trends, competitive dynamics, and cultural nuances. This is where a management consultant can offer valuable insights. By analyzing market data, conducting competitor analysis, and leveraging cross-cultural expertise, consultants can provide companies with a comprehensive understanding of the globalbusiness environment.Another area where management consultants can contribute significantly is in strategy development and execution. In a rapidly changing business landscape, developing a robust and adaptable strategy is imperative. However, many companies struggle with strategy formulation and execution. This is where management consultants can leverage their expertise to guide companies in setting strategic objectives, identifying growth opportunities, and implementing the necessary organizational changes. Consultants can help companies identify their core competencies, establish strategic partnerships, and develop innovative business models that will drive sustainable growth in an increasingly competitive global market.Furthermore, as companies expand their operations globally, they often face complex operational challenges. These challenges can range from supply chain optimization and operational efficiency to talent management and cross-cultural collaboration. Management consultants can provide valuable guidance in these areas by identifying operational bottlenecks, streamlining processes, and developing talent management strategies that align with the company's overall business objectives. By leveraging their experience and expertise, consultants can help companies overcome these challenges and achieve operational excellence.In addition to these strategic and operational aspects, management consultants can also assist companies in managing the risks associated with global operations. Globalization has brought along a myriad of risks including political instability, regulatorycomplexities, cybersecurity threats, and supply chain disruptions. Consultants can collaborate with companies to develop risk management strategies, conduct risk assessments, and establish crisis management protocols. By mitigating risks effectively, companies can protect their reputation, maintain business continuity, and minimize potential financial losses.Lastly, I would like to highlight the importance of embracing a culture of continuous learning and innovation in today's global business environment. Company cultures that promote innovation and encourage employees to acquire new skills are more likely to succeed in this increasingly dynamic and competitive landscape. As management consultants, we can help companies create a learning-oriented culture that fosters creativity, entrepreneurship, and adaptability. This can be achieved through the implementation of training programs, fostering collaboration and knowledge sharing, and establishing innovation hubs within the organization. In conclusion, the role of a global management consultant has become more critical than ever before in the face of globalization. By providing insights into the global business environment, assisting in strategy development and execution, addressing operational challenges, managing risks, and promoting a culture of continuous learning and innovation, management consultants can add significant value to companies operating in today's globalized world. It is my belief that by collaborating effectively with management consultants, companies can not only survive but thrive in this era of unprecedented global connectivity and disruption.Thank you for your attention.。
humanresouce5
• Organizational development
– Stock of knowledge, skills and abilities – Global mindset – Expatriates as agents of direct control and socialization
Reflecting the general literature on this topic, the focus of the chapter is on the traditional, expatriate assignment. However, where possible, we will draw out training and development aspects relating to short-term assignments, non-standard assignments and international business travelers.
• The role of training in supporting expatriate adjustment and on-assignment performance. • Components of effective pre-departure training programs such as cultural awareness, preliminary visits and language skills. Relocation assistance and training for trainers are also addressed. • The effectiveness of pre-departure training. • The developmental aspect of international assignments and its relation to international career paths. • Training and developing international management teams. (cont.)
2019管理类联考英语作文
2019管理类联考英语作文The world is changing at a rapid pace. With the advancement of technology and the globalization of economies, the business environment has become more competitive than ever before. In order to succeed in this dynamic landscape, it is crucial for managers to possess a diverse set of skills and be adaptable to change.One of the key skills that managers need to have is effective communication. Being able to clearly convey ideas and information is essential in a business setting. Whether it's communicating with team members, clients, or stakeholders, the ability to articulate thoughts and listen actively is crucial for building strong relationships and achieving common goals.In addition to communication skills, managers also need to be adept at problem-solving. In a fast-paced and complex work environment, issues and challenges are bound to arise. Managers who can think critically, analyze situations, andcome up with creative solutions will be able to navigate through obstacles and drive their teams towards success.Furthermore, the ability to lead and motivate a team is essential for managers. A good leader is someone who can inspire and empower their team members to perform at their best. By setting clear goals, providing support, and recognizing achievements, managers can create a positive and productive work environment that fosters growth and success.In today's globalized world, cultural intelligence is also becoming increasingly important for managers. With diverse teams and international business opportunities, managers need to be able to understand and appreciate different cultural perspectives. This includes being open-minded, adaptable, and respectful of cultural differencesin order to effectively collaborate and build strong partnerships.In conclusion, the role of a manager in today's business world is complex and multifaceted. In order tothrive in this environment, managers need to possess a diverse set of skills including effective communication, problem-solving, leadership, and cultural intelligence. By continuously developing and honing these skills, managers can stay ahead of the curve and lead their teams to success in the ever-changing global marketplace.。
global development initiative 英文全文
global development initiative 英文全文The full name of "global development initiative" in English is "Global Development Initiative". The following is the relevant introduction: The Global Development Initiative is a major initiative proposed by China to promote global development cooperation. It aims to build a global community with a shared future for mankind and achieve more balanced, coordinated and inclusive global development. The initiative focuses on areas such as poverty reduction, hunger elimination, education, health, climate change, and digital connectivity, aiming to address global development challenges and promote sustainable development.The Global Development Initiative emphasizes the importance of multilateralism and international cooperation. It calls on countries to strengthen cooperation, share experiences and resources, and jointly address global development challenges. The initiative emphasizes the principles of equality, openness, inclusiveness and win-win cooperation, and aims to build a more just and equitable global development environment.The implementation of the Global Development Initiative requires the active participation and cooperation of various countries. China is willing to work with other countries to strengthen policy coordination, practical cooperation and capacity building to promote the implementation of the initiative and achieve better global development results. The Global Development Initiative provides a new opportunity and platform for global development cooperation, and is of great significance for building a more prosperous and sustainable world.。
Coca-ColaCase可口可乐案例分析
Global Human Resource Management at Coca-Cola The Coca-Cola Company is one of the most successful multinational enterprises. With operations in close to 200 countries and nearly 80 percent of its operating income derived from businesses outside the United States, Coca-Cola is typically perceived as the quintessential global corporation. Coca-Cola, however, likes to think of itself as a “multi-local” company that just happens to be headquartered in Atlanta but could be headquartered anywhere and that presents the Coca-Cola brand with a “local face”in every country where it does business. The philosophy is best summarized by the phrase “think globally, act locally,”which captures the essence of Coca-Cola’s cross-border management mentality. Coca-Cola grants national businesses the freedom to conduct operations in a manner appropriate to the market. At the same time, the company tries to establish a common mind-set that all its employees share.Coca-Cola manages its global operations through 25 operating divisions that are organized under six regional groups; North America, the European Union, the Pacific Region, the East Europe/Middle East Group, Africa, and Latin America. The corporate human resource management function is charged with providing the glue that binds these various divisions and groups into the Coca-cola family. The corporate HRM function achieves this in two main ways; (1) by propagating a common human resources philosophy within the company, and (2) by developing a group of internationally minded midlevel executives for future senior management responsibility.The corporate HRM group sees its mission as one of developing and providing the underlying philosophy around which local businesses can develop their own human resource practices. For example, rather than have a standard salary policy for all its national operations, Coca-cola has a common salary philosophy—the total compensation package should be competitive with the best companies in the local market. Twice a year the corporate HRM group also conducts a two-week HRM orientation session for the human resource staff from each of its 25 operating divisions. These sessions give an overview of the company’s HRM philosophy and talk about how local businesses can translate that philosophy into human resource policies. Coca-Cola has found that information sharing is one of the great benefits of bringing HRM professions together. For example, tools that have been developed in Brazil to deal with a specific HRM problem might also be useful in Australia. The sessions provide a medium through which HRM professionals can communicate and learn from each other, which facilitates the rapid transfer of innovative and valuable HRM tools from region to region.As much as possible, Coca-Cola tries to staff its operations with local personnel. To quote one senior executive, “We strive to have a limited number of international people in the field because generally local people are better equipped to do business at their home locations.”However, expatriates are needed in the system for two main reasons. One is to fill a need for a specific set of skills that might not exist at a particular location. For example, when Coca-Cola started operations in EasternEurope, it had to bring in an expatriate from Chicago, who was of Polish descent, to fill the position of finance manager. The second reason for using an expatriate is to improve the employee’s own skill base. Coca-cola believes that because it is a global company, senior managers should have had international exposure.The corporate HRM group has about 500 high-level managers involved in its “global service program”. Coca-Cola characterizes these managers as people who have knowledge of their particular field, plus knowledge of the company, and who can do two things in an international location— add value by the expertise they bring to each assignment and enhance their contribution to the company by having international experience. Of the 500 participants in the program, about 200 move each year. To ease the costs of transfer for these employees, Coca-Cola gives those in its global service program a U.S. based compensation package. They are paid according to U.S. benchmarks, as opposed to the benchmark prevailing in the country in which they are located. Thus, an Indian manager in this program who is working in Great Britain will be paid according to U.S. salary benchmarks—and not those prevailing in either India or Britain. An ultimate goal of this program is to build a cadre of internationally minded executives from which the future senior managers of Coca-Cola will be drawn.Sources: D.A. Amfuso, “HR Unites the World of Coca-Cola”, Personnel Journal, November 1994, pp. 112-20, and S. Foley, “Internationalizing the Cola Wars”, Harvard Business School Case #9-794-146.Case Discussion Questions1.What is Coca-Cola’s staffing policy for managerial position: ethnocentric,polycentric, or geocentric? Does this policy make sense?2.What is the strategic role of the HRM function at Coca-Cola? How doesHRM help Coca-Cola to become a more successful international business?3.Do you think it is appropriate to pay expatriates according to U.S. benchmarkrates, even when their home operation is not the United States? Whatpotential problems might such a policy cause? What are the benefits of thepolicy?。
6 - International Training and Development
Skills Needed to Cope with Stress
Awareness of stress symptoms Develop resiliency
High self-esteem
Do something constructive
Constructive Activities to Reduce Stress
Work-life balance issues have become central over the last decade, reflecting a growing concern over quality of work life, lengthening work hours and stress, growing support by governments for the health of families, and the growing concern by enterprises over meeting the needs and interests of today’s complex and demanding work force.
Restrictions on night and shift work
Significant paid annual leave More benefits for part-time workers
Transfers of Learning
Training may not transfer smoothly to other cultures or countries. All employees need training, even experienced ones. There are always new technologies and management techniques to train on.
Managing in a Global Environment
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L E A R N I N G O U T L I N E (cont’d)
subsidiaries.
Managing in a Global Environment
•Explain how the global legal-political environment affects managers.
•Describe the effect of the global economic environment on managers.
Follow this Learning Outline as you read and study this chapter.
Managing in a Global Environment (cont’d)
•Explain the nine GLOBE dimensions for assessing cultures. •Discuss the challenges of doing business globally in today’s
Understanding the Global Environment (cont’d)
•Describe other regional trade alliance in Latin America. •Tell about the Association of Southeast Asian Nations. •Describe other regional trade alliances. •Explain the interdependence that globalization involves. •Describe the formation of the World Trade Organization. •Discuss the role of the WTO.
international management
International Management
Outlook
1. Globalization of Economic Activities 2. Institutional Environment of International Business 3. Business Risks from a New Institutional Economics Perspective 4. Multinational Corporations 5. Entering Foreign Markets: Choosing the Organizational Form 6. External Growth Strategies 7. International HR Management 8. Cross-Cultural Business Negotiations 9. Project: The Ruritanian Electronics Negotiation
2. Identify: ∆=?
Exact Definition of Problem
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International Management
2. Institutional Environment of International Business
2.2 Implicit Institutional Environment
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International Management
1. Globalization of Economic Activities
1.2.2 Drivers of Globalization: Institutional Change
CH04 - Global Human Resource Management - revised
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Multinational and Global Corporations
Three sources of employees for an international assignment.
Host country nationals (HCNs) – employees from the local population. Parent country nationals (PCNs) – employees sent from the country where the organization is headquartered. Third country nationals (TCNs) – employees who are from a country other than where the parent organization’s headquarters or operations are located. 10
Growth of the influence of supranational entities.
General Agreement on Tariffs and Trade (GATT). World Trade Organization (WTO). 4
Diagnostic Model “The People Challenge”
What are the costs of supporting expatriates?
ห้องสมุดไป่ตู้
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Multinational and Global Corporations
Multinational corporations (MNCs) have operations in many different nations, but each is viewed as a relatively separate enterprise. Most significant control remains with the company’s home office. (Ethnocentric). Global corporations (GC) is structured so that national boundaries disappear; This leads to staffing practices in which the organization hires irrespective of nationality. (Geocentric).
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© 2006 Prentice Hall 10-5
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The Role of the Expatriate Spouse
We began to realize that the entire effectiveness of the assignment could be compromised by ignoring the spouse.
Effectiveness of Returning Expatriates
Months Back in Home Country
6 Years 5 Years 4 Years 3 Years 2 Years 1 Year 2.0 2.5 3.0 3.5 Neutral 4.0 4.5 5.0 High
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Global Management Teams
The term global management teams describes collections of managers from several countries who must rely on group collaboration if each member is to experience the optimum of success and goal achievement.
Readjustment problems
– “Out of sight, out of mind” syndrome – Organizational changes – Technological advances
– Adjusting to the new job back home
© 2006 Prentice Hall 10-7
– Some of the main problems of repatriation include:
• Adjusting to life back home • Facing a financial package that is not as good as that overseas • Having less autonomy in the stateside job than in the overseas position • Not receiving any career counseling from the company
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Preparation Adaptation, and Repatriation
Effective HRM ends with the successful repatriation of the executive into company headquarters Companies must prepare to minimize the potential effects of reverse culture shock Ineffective repatriation practices are clear – few managers will be willing to take international assignments
– Repatriation Agreements
• Firm agrees with individual how long she or he will be posted overseas and promises to give the individual, on return, a job that is mutually acceptable
Chapter 10 Developing a Global Management Cadre
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Introduction
To maximize long term retention and use of international cadre through career management so that the company can develop a top management team with global experience To develop effective global management teams To understand, value, and promote the role of women and minorities in international management in order to maximize those underutilized resources To maximize the benefits of an increasingly diverse workforce in various locations around the world To work with the host country labor relations system to effect strategic implementation and employee productivity.
—Steve Ford, Corporation Relocations, Hewlett-Packard
Research on 321 American expatriate spouses shows effective cross-cultural adjustment is more likely
© 2006 Prentice Hall 10-13
Operational Challenges for Global Virtual Teams
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Managing Transnational Teams
Do members work together with a common purpose? Is this purpose something that is spelled out and felt by all to be worth fighting for? Has the team developed a common language or procedure? Does it have a common way of doing things, a process for holding meetings? Does the team build on what works, learning to identify the positive actions before being overwhelmed by the negatives? Does the team attempt to spell out things within the limits of the cultural differences involved, delimiting the mystery level by directness and openness regardless of the cultural origins of participants?
Expatriate Career Management
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Repatriation of Expatriates
Reasons for returning to home country
– Most expatriates return home from overseas assignments when their formally agreed-on tour of duty is over – Some want their children educated in a home-country school – Some are not happy in their overseas assignment – Some return because they failed to do a good job
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Preparation Adaptation, and Repatriation
A mentor program to monitor the expatriate’s career path while abroad and upon repatriation As an alternative to the mentor program, the establishment of a special organizational unit for the purposes of career planning and continuing guidance for the expatriate A system of supplying information and maintaining contacts with the expatriate so that he or she may continue to feel a part of the home organization.
1.0 1.5 Low
Effectiveness
© 2006 Hall Adapted fromPrentice Figure 14 –5: Effectiveness of Returning Expatriates 10-8