marks Q5. Write short notes on: a) Competency Mapping b) Knowledge Management Q6 Describe HR’s role as a strategic partner in formulating and in executing Organization’s strategy. Q 7. Describe characteristics of the ethnocentric‚ polycentric and geocentric approaches to international staffing SECTION C (Marks 50) Q 8. CASE STUDY 1 Read the following case and answer
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achievement vs. ascription? Compare and contrast each pair. 4. If a locally based manufacturing firm with sales of $350 million decided to enter the EU market by setting up operations in France‚ which orientation would be the most effective: ethnocentric‚ polycentric‚
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INTRODUCTION TO INTERNATIONAL MARKETING 1. What are the principal differences between marketing domestically and marketing internationally or globally? Discuss the various factors that have led to the growth of international business? There is very limited growth in domestic markets‚ so in order to remain healthy‚ most companies must grow and this has been achieved by going international. This is because many product markets in the industrialized nations are saturated which limits
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1) What are the major alternative staffing approaches for international operations? Explain the relative advantages of each and the conditions under which you would choose one approach over the other. a) ethnocentric staffing approach- Parent-country nationals‚ or people from the home country of the corporation are employed to fill key managerial positions because they are familiar with the goals‚ policies and procedures‚ technology and products of the parent company. They are in a much better position
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59-71. Reynolds‚ C.‚ 1997. Strategic Employment of Third Country Nationals: Keys to Sustaining the Transformation of HR Functions. Academic journal article from Human Resource Planning‚ 20(1)‚ pp.33-39. Robles‚ F.‚ 2000. Towards the Latin American Regiocentric Corporation. Latin American Business Review‚ 1(3)‚ pp.17-45. Scullion‚ H.‚ 1994. Staffing Policies and Strategic Control in British Multinationals. International Studies of Management & Organization‚ 24(3)‚ pp.86-104. Selby‚ S. et al.‚ 2005
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HRM Reflective Journal on seminars covered between week 5‚ 6‚ 8 and 10 7011EHR HRM Strategy Lecturer: Dr Maree Boyle Student’s Name: Student’s Number: Date of submission: 08. October 2012 Table of content 1. Reflective Journal for week 5: Changing role of HRM in the 21 century 2 1.1. Explain 2 1.2. Expand 2 1.3. Critical Reflection/Analysis 3 2. Reflective Journal for week 6: SHRM in an international context 4 2.1. Explain 5 2.2. Expand 5 2.1. Critical
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procedure on how to recruit and select a CEO in the set-up and growth phase of the business cycle within Shanghai in February 2013. Firstly‚ this essay will argue whether the Human Resource Department of Samsung will adopt an ethnocentric‚ polycentric‚ regiocentric or geocentric recruitment and selection strategy. Secondly‚ this essay will outline the selection criteria for determining as who will be selected for the new CEO position within Shanghai. Thirdly‚ this essay will propose the leadership
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Basically‚ it doesn’t matter who owns it. We are in a global world right now”. Do you agree? Students answers will vary based on their agreement or disagreement with this statement. Good students will introduce key words like ethnocentric‚ polycentric‚ regiocentric‚ and geocentric in their answers to describe their view of the manufacturer of beer and how they “feel” about the national origin(s) of and about the beer they drink. 2. Anheuser-Busch‚ (A-B) has long enjoyed a reputation as a very desirable
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Q2. ‘An understanding of the international context‚ including national ‘cultures’‚ is increasingly important in HRM.’ To what extent do you agree with this statement? Knowledge of the international context and culture is imperative for the survival of organizations whether based locally or internationally‚ since countries around the world are fast becoming a melting pot of people from different nations or as Multinational corporations (MNC’s) operating and competing across the globe. Culture influences
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ADAPTATION STRATEGIES Once a decision for a market entry mode has been made‚ a firm must decide how much‚ if any‚ to adapt its marketing mix—product‚ promotion‚ price‚ and distribution—to a foreign market. Warren J. Keegan (1995) distinguished five adaptation strategies of product and communication to a foreign market (see Table 1). These strategies are discussed briefly below. Straight Extension In straight extension the same product is marketed to all countries (a "world" product)‚ except for
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