Page 275 - DMGT548_GLOBAL_HRM

Global HRM

Notes  Leadership quality is highly dynamic concept which varies nationally due to perceived
differences in the values and beliefs of the people internationally.
 The leadership orientation of the managers varies across nations. These are due to the vast
differences in the values between the national groups.
 Leader plays an important role in the organisation. The extent to which they carry their
status into the wider context outside the workplace through their professional activity is
significant.
 International projects are successful only when emphasis is given to those factors that are
particularly vulnerable in cross-cultural settings and on building the team capable of
dealing with the challenge presented.

 The secret is to transform the way people do things at the beginning of the project into
more effective behaviour as the project moves along.
 Experience in managing bi-national projects indicate that for cultural convergence to take
place, managers of both sides need to understand the culture of the other, analysing the
different patterns that make up that culture.
 The success of a project depends as much on the project leader as on the dynamics of the
project team. A dynamic team is a high-performance team, one that utilises its energy to
meet cost and time schedules and solves uncertainties that arise in project implementation
by joint problem-solving and combined effort.
 Human Resource is the most important asset for any organisation and it is the source of
achieving competitive advantage.
 Japanese employees were discovered to have a higher work centrality than those in the
USA, who had a higher work centrality than those in the former West German.

 Global companies should consider these differences across cultures for their success in
managing the people internationally.

14.5 Keywords

Egalitarianism: The doctrine of the equality of mankind and the desirability of political and
economic and social equality.
HRM Practices: HRM practices refer to organisational activities directed at managing the pool
of human resources and ensuring that the resources are employed towards the fulfilment of
organisational goals.
Human Resource Management (HRM): Human Resource Management is the process of managing
people in organisations in a structured and thorough manner.
Individualism: A cultural dimension that focuses on the degree to which a society reinforces
individual or collective achievement and interpersonal relationships.
Masculinity: This dimension pertains to the degree societies reinforce, or do not reinforce, the
traditional masculine work role model of male achievement, control, and power.

Perception: The representation of what is perceived; a way of conceiving something.
Power Distance: Power distance is the extent to which less powerful members of institutions
and organisations within a country expect and accept that power is distributed unequally.

Uncertainty Avoidance: This dimension concerns the level of acceptance for uncertainty and
ambiguity within a society.

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