Pharmel Performance Management, Managing Diversity in Lenovo - Assignment Example

Name: University: Instructor: Date: Case Studies Case One - Not the way we do business around here Problem One In view of Hofstede’s cultural dimensions, power distance have influenced Per Jonson and Tapio Mäkelä communication as evidenced by the emails. Power distance Masculinity and Uncertainty Avoidance are very high in Finland as compared to Sweden, while Individualism is high in Sweden than Finland. Therefore, Tapio is autocratic and exhibits strong loyalty to Bekvema while Jonson appears to have weak loyalty to his employer and is behaving like an economic man. Tapio and Jonson are both assertive since they both exhibit tough behaviour. In view of Schwartz’s value structures, Tapio and Per exhibit some form of mastery and egalitarianism dimension (Pinnington and Harzing 49). The form of leadership exhibited by Tapio is autocratic and it fits the cultural profile of Finland while Per exhibits is democratic since he argues that most of decision they make in Sweden is based on consensus. Robin should first research the behaviours and customs of Finland and Sweden cultures and try to understand why Tapio and Per exhibit such behaviours in the first place. Problem Two Per terms the installation of the system Propre at Bekvema as a coward attitude and uses assertive words such as puppet dolls to communicate to Tapio. Tapio decide not to respond to Per questions through email because it is a sensitive matter, he instead opts for a phone conversation. Bengt Karlson supports Per and asks Tapio to involve them in the decision making process. From the email communication, it is evident that Tapio use centralised decision structures (employees are told about decisions made) while Per and Bengt use decentralised decision structures (employees are consulted before making decisions). In view of this, Robin should look for ways of making the communication work, instead of searching for the person to blame for the breakdown. Problem Three Lack of collaboration between Tapio and Per is attributed mainly by cultural differences, mainly the personality and behavior differences such as norms and communication. Without doubt, Per is using the argument of cultural differences to justify the need of expressing opinion via mail or phone. Failure by Tapio to respond to Per’s assertive email terming the issue as to sensitive has been described by Per as Weak and dangerous leadership. PXX system is associated with high costs; therefore, failure to function properly can result in high losses. Robin must increase cross cultural understanding so as to be able to reduce communication barrier brought about by the culture difference. Case Two - Managing diversity in a Chinese-owned multinational IT firm Question One Before acquiring IBM PC business unit, the number of women at Lenovo’s senior management level was very high. After the acquisition, however, the percentage of women in senior management has declined tremendously due to the expanded international operation. The number of women in senior positions in the acquired IBM business unit is very low as compared to the Chinese operation. Diversity at Lenovo (China) is not considered a main issue in the workforce. Furthermore, Lenovo (China) lack diversity management or equal opportunities programmes. A person should be competent and well-connected in order to get a senior management’s job; therefore, men are inclined to be more connected as compared to women. Question Two Lenovo should design a policy that can help the company adapt to diverse cultures so as to improve its business interactions; develop effective strategies that can help the company overcome cultural barriers; and understand how variables of culture impact cross-border acquisitions. To achieve their diversity objectives for, Lenovo should establish formal councils as well as implement programmes for diversity training. The company should ensure that the developed diversity plan and strategy are aligned with the strategic plan of the organisation. Question three To attract non-Chinese talent to work for the Company in its global operations, Lenovo must exhibit high standards of creativity and innovation and should vocalize authentic values through online platforms such as social media. Furthermore, the company should offer administrative incentives such as helping foreign workers with domestic documentation such as work visas, Social Security, driver’s license and so forth. Imperatively, Lenovo should offer expatriate support and demonstrate cultural diversity by developing policies, which accommodate diversified workforce, and strives for equal opportunities. In addition, the company should blend inclusiveness and diversity management and encourage home-base workforces to embrace differences. Case Three - V-Pharmel Performance Management Problem One V-Pharmel MT performance evaluation process has failed to identify the cultural challenges that MTs from different backgrounds such as AJ face. V-Pharmel has not developed practices that can meet the global flexibility, competitiveness, as well as learning capabilities for maintaining a balance where the company could build up cultural sensitivity as well as the capability for performance management. Problem Two The purpose of the supervisors meeting as a team to evaluate all of the MTs was to find out whether individual MT’s day-to-day actions aligns with strategic business objectives. Another purpose is to offer clarifying accountability and visibility associated with performance expectations. Besides that, the supervisors wanted to establish a focus for learning activity and skill development choices. Problem Three The cultural difference between Scott (from the US) and AJ (from Singapore) could have resulted in the negative report. AJ is being treated unfairly because he is from different cultural background. Besides, it is possible that the negative report was as a result of misunderstandings. Problem Four In a scale of one to ten, the form used to evaluate the MTs can be rated 4 because the dimensions used for evaluation does not take into consideration the cultural difference. For instance, the written and verbal communication should be rated similarly to US MTs because AJ was from a different background. Problem Five AJ should not have been placed under the head of marketing because of his experience; instead he should have been assigned to heads of product development teams like other MTs so as to grow and learn together. Scott as the head of marketing failed to exhibit leadership qualities, instead of nurturing AJ he told him to familiarise himself with the working mates. Susan as a supervisor was right to tell AJ about the negative report, but should not have told him that his contract is likely to be terminated. Jim refused to listen to AJ point of view, instead he kept giving him assurance that all will be well; this possible exacerbated AJ’s frustration at the workplace. Problem Six V-Pharmel’s values-based leadership has failed and from this case study, it is evident that not all its constituencies are offered an ethical treatment. AJ’s individuality as well as diversity was not respected; therefore, the company’s values were compromised. If the values were internalised, then AJ experience could be different because he could have been treated fairly like other MTs. Case Four – Flextronics University Problem One In this situation, the major cultural and institutional forces which Flextronics had to consider include; insufficiently experienced personnel, highly volatile sales market, high fluctuation, different learning and communication styles and ‘jump ship’syndrome. Austrians were different from Hungarians because they were more concerned with distant as well as formal behaviour. Problem Two The Flextronics uses the best fit approach because it focuses on the significance of ensuring its HR strategies are suitable to the organisation’s different circumstances, alongside operational processes, culture and external environment.  Still, the best practice approach is evident since Flextronics have used certain set of human resource practices in order to improve the performance; thus, facilitates the delivery of valuable outcomes. Problem Three The national cultural and institutional specifics forced Flextronics to offer a tailored training administration system that involved users and supervisors as well as a system for managing learning that allowed the characterisation of specific training packages. Different national cultures and social institutions as evidenced by Flextronics in Austria and Hungary can impact the behaviour of the firm, especially the HRM. Basically, the cultural norms and values shape managerial choices across different national contexts vary; therefore, HRM is always different. Imperatively, institutions are perpetuated or created by powerful actors that follow their cultural orientations as well as interests. Problem Four The emergence of ever more powerful information and communication technologies will undoubtedly experience same problems like Flextronics because of noteworthy differences between the countries in almost every aspect of the major HRM functional areas. This will take a divergence view because the different economic sectors dominance and effect of other factors (social, political, economic and cultural) generate different forms of national business system. Case Four - HSBC in East Asia Question One HRM policies and practices should become more uniform as it expands in Asia because the Asian economies’ cultures are almost similar. Most Asian counties have unskilled and semi-skilled workers; therefore, HSBC should modify its IHRM approach and integrate it with Asian characteristics so as to be successful. Besides that, Asian countries have formed similar cultural tastes amongst Asian audiences; therefore, uniform HRM policies and practices will be successful. Question two Global talent management process advantages include: facilitates top talent retention, enables the employer to easily understand the employees, and promotes successful communication in the organisation. Some of disadvantages include; lack of support from top management, talent shortages and lack of preparation. Standardized corporate rewards advantages include; develop high morale, generate enthusiasm, promote creativity and improve employer-employee relationship. Some of disadvantages include; it is costly, promote unhealthy competition amongst employees, and results are always varying. High level of training investment includes; employees become more flexible, increases employee motivation, improve competency and increases productivity. Disadvantages include; very costly, time-consuming, and the employee can leave the work after training. Question Three In order to create a consistent corporate culture in the East Asia, the company must ensure that there is a critical balance between a local cultural and corporate culture differences. The multinational companies must ensure a balance between adopting global or local HR practices give that this affects MNCs operations in East Asia. Work Cited Pinnington, Ashly H. and Anne-Wil Harzing. International Human Resource Management. London: SAGE, 2015. Read More