Real World Decisions HRM 350 University Of Phoenix

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Real-World Decisions HRM/350 Version University of Phoenix Material Real-World Decisions Read the following scenarios, which represent real-world decisions, and respond to each in 150 to 200 words. Scenario One You are the director of production at a multinational company. Your position is in Tokyo, Japan. Recently, this division experienced production quota problems. You determine that you must identify a team leader who will lead the work team to tackle the problem.

You identify several possible team leaders, including Joan, a manager who is an expatriate US citizen and has recently arrived in your company’s Japanese office. You are also aware of Bob, a European national who has worked at the facility for about a year. His experience includes reengineering production processes at one of the company’s production facilities in Europe. The final candidate is Noriko, a Japanese national who has been at the facility for several years. Questions The team you assemble is composed of American expatriates and Japanese nationals.

Compare the three candidates for the position. Based on cultural norms and traditions, what cultural factors and management styles may benefit or present obstacles for others on the team? Explain. Response Scenario Two You have been assigned to an overseas position with your company. The local government of the host country offers gifts periodically to senior management as a way of thanking them for opening a facility and employing locals.

These gifts include cash or merchandise into the thousands of dollars. Typically, to refuse a gift is considered an insult. Your country’s policy is to prohibit employees from accepting anything from clients and customers of more than $50. Your employer values its relationship with the host country and government officials, and it intends to continue operating in the venue. Questions How would you address a situation where you are presented with a gift of more than $50? Explain your rationale. How could your actions affect your company? How could your decision affect your working relationship with your company’s and the host country’s officials? Response Scenario Three Christine, the leading expert in information technology (IT) organizational design, works for a large consulting firm and has been asked to work on a temporary assignment in Saudi Arabia. One of her firm’s biggest revenue-generating customers is embarking on an initiative to redesign the IT structure to improve efficiency and effectiveness, and to align the business unit’s output with the organization’s strategic objectives.

The customer has read research reports and articles Christine has published, and the chief executive officer has asked Christine to handle this project. She is excited about the professional challenge of the assignment, but she is unsure of adopting customs and practices in a Muslim country. Questions Discuss the ethical considerations for Christine and her company. What implications must Christine consider when making her decision? Why? How might Christine’s role as a female expatriate affect her employer’s response if she passes on the assignment?

Paper For Above instruction

The scenarios presented offer a comprehensive overview of management and ethical decision-making in an international context. Addressing these situations requires a nuanced understanding of cultural norms, ethical standards, and organizational policies that influence behavior across different countries and societies. This paper explores each scenario in detail, focusing on cross-cultural management, ethical dilemmas related to gift-giving, and gender considerations in expatriate assignments.

Scenario One: Leadership Selection in a Cross-Cultural Context

Selecting a team leader within an international setting necessitates sensitivity to cultural norms and management styles that may facilitate or hinder team cohesion and performance. Joan, as a US expatriate, brings an American management style characterized by directness, individualism, and a results-oriented approach. While these traits can drive productivity, they may clash with Japanese cultural preferences for harmony, consensus-building, and indirect communication (Hofstede, 2001). Joan’s unfamiliarity with Japanese customs might lead to misunderstandings or perceptions of insensitivity, potentially obstructing team collaboration.

Bob’s European background might offer a more adaptable leadership style, especially if he has experience working within diverse cultural settings. European management often balances assertiveness with a sensitivity to employee relationships and cultural nuances, which could serve as an asset in a multicultural team (Makoe, 2004). His prior experience with reengineering processes indicates technical competence, but his brief tenure in Japan could limit his understanding of local customs and communication styles, thus posing challenges in fostering trust.

Noriko, as a long-term Japanese employee, embodies cultural norms centered on harmony, respect for hierarchy, and indirect communication. Her familiarity with local customs may allow her to navigate negotiations and team dynamics more effectively (Hofstede, 2001). However, her potential preference for consensus may slow decision-making processes, especially if decisive leadership is required. Balancing Noriko’s interpersonal skills with the need for assertiveness is vital for team effectiveness.

In conclusion, each candidate’s cultural background influences their management style and compatibility within the team. Joan's direct approach may benefit task orientation but risk cultural insensitivity; Bob's adaptability may facilitate cross-cultural harmony; Noriko’s cultural fluency can foster trust but may require support to adopt a more directive leadership style if needed. Recognizing these factors is essential to forming an effective, culturally sensitive team.

Scenario Two: Navigating Gifts and Ethical Standards in International Business

Accepting gifts in a foreign country presents a complex ethical dilemma, especially when local customs differ significantly from one's home country policies. Your organization’s policy prohibits accepting gifts exceeding $50, yet local customs involve the presentation of large gifts as tokens of appreciation, which may be considered customary and respectful (Luo & Shenkar, 2006). Refusing such gifts outright could damage relationships and appear disrespectful, jeopardizing ongoing business partnerships.

To navigate this, it is advisable to diplomatically acknowledge the intent behind the gift while declining to accept it personally. For instance, thanking the gift-bringer and explaining that company policy prevents acceptance of contributions over $50 maintains professionalism without offending. Alternatively, suggesting that the gift be redirected to a communal charity or to the company’s headquarters respects local customs while adhering to organizational standards (Husted & Allen, 2006).

This approach safeguards the company’s ethical integrity and avoids conflicts of interest. It also demonstrates cultural sensitivity, fostering trust and goodwill. Actions like accepting a large gift could infer an improper influence or favoritism, risking reputational damage or accusations of corruption. Conversely, declining graciously maintains transparency and aligns with organizational policies, ensuring that relationships remain respectful and sustainable (Rose-Ackerman, 1999). Therefore, balancing ethical standards with cultural norms is crucial for maintaining credible and ethical international operations.

Scenario Three: Ethical and Gender Considerations in International Consulting

Christine’s assignment in Saudi Arabia entails navigating cultural and religious practices that influence business behavior and organizational norms. Ethical considerations include respecting local customs, religious laws, and societal expectations without compromising her professional integrity or the organization’s values (Minkov & Hofstede, 2011). For example, her decision to adhere to local dress codes, gender norms, and communication styles reflects cultural sensitivity and ethical respect.

However, ethical dilemmas arise when local practices conflict with organizational policies or international standards, such as equal gender representation or transparency. Christine must consider how to balance respecting the host country’s customs with upholding her organization’s ethical standards, including integrity, fairness, and non-discrimination (Donaldson, 1996). This requires proactive engagement with cultural guides and local experts, as well as clear communication about organizational policies.

Her role as a female expatriate can significantly influence her assignment’s success. In many Muslim countries, female professionals may face restrictions or biases, affecting her ability to engage fully with local stakeholders (Hofstede, 2001). Her passing on the assignment could be viewed as a lack of adaptability or cultural sensitivity, impacting her company’s reputation and future opportunities in the region. Conversely, accepting the assignment and demonstrating cultural competence could enhance her organization’s reputation for diversity and ethical global engagement.

In summary, Christine must ethically balance respect for local customs with adherence to international standards, considering how her gender and cultural identity influence her interactions. Doing so requires cultural intelligence, ethical integrity, and strategic communication to ensure successful engagement in Saudi Arabia.

References

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