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One of the most significant and influential impacts of globalization in the world of business is that there is an increasing need for a workforce that accompanies the expansion of businesses to other countries and areas. Organizations are spreading their wings to other countries which are mainly not their own with the purpose of increasing their consumer base consequently becoming international businesses (Botescu, 2010). As the dynamics of any business changes, so do the needs that it has. More consumers means that they need more people on the ground level to manage and facilitate production in other countries. A global labor market is becoming a demand as well as a need for international businesses. This paper will provide an academic discourse about the factors that may affect recruitment and training in international business.
External forces including international trading rules and demands from international markets have led to firms needing new rules for personnel who deal with the organization’s trans-cultural activities (Botescu, 2010). This owes to the fact that there are changes that are inevitable when it comes to how business communication is interpreted. Attitudes and actions of people towards something that is new also present a challenge. Managers and employees have to deal with new interpretations of the things that they do especially if the action is specific to their culture and they are interacting with one that is different from what they are accustomed to.
Before any business transactions tale place in an international organization, they have to broaden their personnel to meet the demand of the market. In order to do this, they will have to include personnel from different cultures and nationalities in their recruitment and training activities for their product to have the best chance of prospering in the international market. The new personnel will have to be recruited and trained using methods that take into account the differences in culture for optimum results (Botescu, 2010). Managers of international businesses meet people who have different outlooks to objectives and different methods of achieving their goals.
Globalization takes place at a rapid rate that may not necessarily wait for companies to catch up with them. One regions of the world may seem to embrace more globalization than other areas. The progression of technology, transport improvement, changes n trade policies and increased access to information have transformed the ways that recruitment and training is done in international business (Botescu, 2010). However, every business is unique and has some needs that may differ from others. As a result, the factors that are considered in recruitment and training in international business may not all apply to all business. There about 80,000 multinational organizations in the world all of whom have no less than ten affiliations in other countries making international business a worldly network of business that in turn need personnel who are representative of the organizations as well as their places of origin.
Factors that may affect recruiting and training a manager
In order to recruit an internationally competent manager who will achieve maximum productivity and success, are issue shat have to be addressed and since they affect the choice that is made. For starters, the criteria of the person expected to fill the position will affect the choice that will eventually be made. If the individuals who have been shortlisted do not meet the criteria, the training that they receive will be affected by the expected outcome (Botescu, 2010).
Some of the criteria that will be evaluated are aptitude in technical matters, the person’s ability to adapt to new cultures and processes, his personality in terms of motivation, patience and will, his aptitudes in the social context, the experience that he has had in international matters, academic competency, the level of understanding that he has about the culture and practices of the mother country, the aptitude that he has for foreign languages, his depth in understanding or willingness to understand other cultures that are part of the organization and, the depth of his understanding of the organization’s policies including information that can be made public and that which cannot (Botescu, 2010).
Location is one of the issues that affect recruitment and training. Having managers from the same place as the organization’s main headquarters is a good choice especially for a company whose dynamics change often (Botescu, 2010). It will be easier for the organization to train its managers and oversee the most vital parts of the change that is taking place. In addition, their being local is important because the manager will be most familiar with the local environment and be ready to make any predictions about the changes that may take place around the company. As a result, their interpretations of the state of affairs that affect the company will be more accurate.
The amount of money that an international organization has to spend in recruitment and training is a very influential determining factor. Managers who are recruited locally are a better choice as the company will have a local staff that is most informed about the company. Local, in this context, refers to the place where the company is carrying out its operations (Botescu, 2010). For instance, a company’s operations in a host country would have a manager from that same country. As a result, they will need fewer managers for the local area thus reducing the amount of money that they will have to spend if they had to have more managers who are not local. They will no longer need a large managerial body but rather have fewer ones who are experts in their fields.
In addition, the organization’s decision will be affected by the risk they are willing to take to lose some of their coordination (Botescu, 2010). If they decide to recruit locally, they may risk losing some of their global controls and activities of coordination because the local managers may have received training and education about managerial practices that is different from what the organization insured n its original country. On the other hand, the organization may decide to recruit people only internally with the advantage of having candidates and personnel who are accustomed to the organization’s culture of operation and practice. This brings about more factors that will affect recruitment in the context of whether to recruit internally or externally.
These factors include the nature of the activities that the organization engages in when in the fields. In addition, the stage that the company’s product is in. the product life cycle may determine the choice of recruitment, in addition, the number of managers who are already available will also affect the decision of how many managers need to be recruited and the level of training that they will require (Botescu, 2010).
Before managers are trained, the organization must acknowledge the differences between their roles in one country and in the host countries. These differences will affect the training programs that the managers will get from the organization (Botescu, 2010). Managers of International organizations are faced with problems that regard not being knowledgeable of a foreign language to an appropriate or adequate level. In addition, other cultural issues may arise that may insure the efficient nature of the decisional procedures that have been spelt out by the organization.
The nature of the stages of training managers will also affect their training in that the first stage will not be similar to the next. Usually, the initial stage involves what happens before the managerial recruit leaves to go to another country. Their families are also considered at this stage (Botescu, 2010). The next stage happens in the host nation, region or country. Yet another stage will involve the arming the candidates will skills that facilitate their return to the country they were originally from.
Factors that may affect recruitment and training of personnel
One of the factors is the location of recruitment in terms of whether it is an institution, a town or a village. A learning institution like a university will mean that the recruitment will be relatively faster and uncomplicated and require fewer explanations and training will also be relatively easier (Botescu, 2010). For instance, most western companies prefer to recruit personnel from higher learning institutions because it provides them with people who have relatively higher linguistic competence. In addition, there are some of them who have experience with international issues and thus they will adapt to other cultures faster and more readily.
However, when dealing with villages, recruitment may need longer durations and the organizations may have to change their methods of recruitment and training. They will also need more training unless they are working in their home ground (Botescu, 2010). Depending on the type of business the organization is dealing with, their town of choice may have to be similar in its businesses. For instance, an organization that deals in clothing could choose a town that has a textile company if available.
Another factor that may affect recruitment and training is the geographical location of the organization and the source of recruitment. As an international firm, the first choice for a source of recruitment is a local one where the firm itself is located and carries out its functions. Hiring personnel who are local to the operations of the country at the time is easier because they will have better chances of communicating with the host country effectively. The needs of t he country that is hosting the organization have a better chance of being satisfied. Thus, another factor that affects the recruitment and training of personnel in international business is the intensity of the need to satisfy the host country (Botescu, 2010). Considering what the organization is willing to do to satisfy their host country of countries, the personnel could mostly come from the host country.
The competitive advantage that the company has and what it hopes to achieve will also affect the recruitment and training. One of t he most sought after competitive advantage for international businesses is the ability to successfully recruit from all parts of the world. This is especially considered if the organization is recruiting from third world countries (Botescu, 2010). This strategy is mostly common with companies that want to establish a philosophical image. The image that the organization wants to have globally also affects recruitment and training of personnel.
When considering training the personnel, serious issues regarding their individual families must not be neglected. For instance, when hiring an individual requires that they move to a new town, the training should include their families being taught to adapt to the new country too. Most commonly, the training duration and activities for managers who are about to go to work in other countries, takes less than a year (Botescu, 2010). It is vital that eh organization establishes, right from the start, the disparities that exist between the current personnel activities and what they are expected to do when they go to other countries or areas.
Cultural orientation of the organization and the recruits will affect the programs that are structured for their training in perception and accurate evaluation of any different cultural values, practices and norms that they may encounter when in a different country. The effectiveness of these programs will determine the level of adaptation that they have to their new working environment. In addition, the knowledge of their cultural orientation will affect the programs and help in coming up with those that are effective in dealing with other cultural situations that they may encounter (Botescu, 2010). For instance, cultural assimilation training programs will be made in more effective ways that are realistic in the simulation some of the situations that the personnel may find themselves dealing with in a new culture or environment.
Culture and language affect the recruitment and training of personnel in international organizations. If the other country’s candidates have a language that is common with the organization’s country of origin, the approaches used will be different from those that may be used if there is a language barrier (Botescu, 2010). The reality of any international organization’s international recruitment and training activities is that language and cultural problems and barriers leading to misunderstandings have a great possibility of getting in the way of effective business communication and will subsequently create other problems and complications in the organization’s activities (Botescu, 2010). These problems include those that pertain to safety both while at work and in travelling and living in a foreign country. The barrier that is created by unfamiliarity of language is not always a precedence of dire consequences. However, they contribute greatly to the lack of productivity. This is due to some of the mistakes that have been made or an overall lack of trust between the organization and its employees who do not understand their language.
These problems may be avoided if communication between all the people who contribute to productivity was clearer. There are some cases where even if the personnel can speak good English, they may still not understand the slang that is used by different English speaking countries. In such cases, workers who do not understand English or the slang that is being used may pretend to understand what they have been told to do for fear of being misunderstood leading to a low level of productivity from them (Botescu, 2010). International businesses that are recruiting in this type of environment may have to look into recruiting and training people who will be trained as middle men to pass on correct communication to the rest of the personnel who may not understand what they are to do. This should begin right from the start when the new recruits are signing their contracts and being trained. This will help the company avoid any problems with the contracts.
In addition the attitudes, perceived stereotypes and biases by the workers, managers and their supervisors who are already working with the organization may affect the capability of the organization to recruit and train new workers from different cultures successfully (Botescu, 2010). To add onto that, the organization has to consider barriers that may arise as a result of systemic regulations such as the existing employment policies. This is because certain cultures may be affected by another cultures system more adversely than others. For instance, an organization may be after academic credentials that may not be available in some countries or may be more abundant in some.
Cultural considerations that affect non verbal forms of communication and individual behaviors should also be taken seriously because they affect recruitment and training in international businesses. Body language represents one of the most effective methods of communication which when misunderstood can prove detrimental to business relations. It is important to understand these differences to avoid misunderstandings that may lead to inadequate recruitment and training (Botescu, 2010). For instance, most people in the world signal the word or response of “no” by shaking their heads from side to side, but there are people who are from different cultures and countries whose observers raise their chins or nod when disapproving of something. In addition, some cultures approve and encourage people to make eye contact. Failure to do so may be interpreted as evasiveness. At the same time, in other cultures, especially in South America, averting eyes is considered a very important sign of respect (Botescu, 2010).
The things that dominate how people behave in a certain country or culture affect the processes of recruitment and training. This is even more severe in international businesses. In a lot of cultures, religion is the dominant determinant of the life that people lead. Sometimes, this type of strong influence may be harder for others who do not practice the same way of life to understand. For instance, some personnel from some religious cultures may want to pray at times in the day that are in accordance with their religious and cultural values, practices and beliefs (Botescu, 2010). These practices may clash with the requirements of the organization they may want to work for. In addition, there may some holidays that are related to religion in which the day may require the people not to work for some days or hours or they may need to observe particular customs. Where possible, these differences and requirements should be considered and incorporated into international organizations so that their reputation improves and subsequently, overall productivity.
International organizations will also be affected by the differences in personal appearance when they are recruiting and training personnel. Attire may vary from culture to culture and in different countries. These attire may be inappropriate for some business or organizations. For instance, if a business is dealing with complex and dangerous machinery, a headdress may be dangerous in such a case while some people from certain cultures may feel the need to wear clothing such as a headdress because it is part of their cultural custom and beliefs. In order to stay faithful to their cultural and even religious beliefs, some candidates for personnel may want to dress in their native attire when they are in the workplace (Botescu, 2010). The organization and its managers may view this as being inappropriate for their organization or unsafe. This presents a greater challenge in businesses where the workers are required to wear uniforms.
Recruiting and training in an international business is one of the most important activities that an international organization engages in. This is because the activities that an organization is involved in that lead to its productivity are all do results mainly from the kind of workforce that they have. The most influential affects to these activities fall under cultural differences, language barriers, organizational expectations and the activities that are going on in the organization including the financial activities (Botescu, 2010). These factors may not apply to all the organizations but some apply to particular organizations depending on the specifics of the organization.
These factors should not be ignored but rather addressed with the long term goals in mind. When dealing in an international context, if the factors that affect recruitment and training are overlooked, the problems, challenges and complications that the organization has become amplified to a level that is detrimental to the organization’s productivity. In addition, it is important to understand these factors rather than just having knowledge of them as any misunderstanding may become a problem that has the potential to evolve and become worse.
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