Human Resource Culture

Paper Summary:

This paper presents an outline and an evaluation of the limitations of recognizing and applying the culture-concept in effectively establishing and developing overseas subsidiaries. The need for the objectives, goals, and missions of the organization to stay consistent for the company no matter where the location is discussed as well as the most significant factors for any organization's success.

Table of Contents:
Introduction
Literature Review
Discussion
Conclusion

From the Paper:

"Setting up international operations is not the simplest thing that organizations can undertake. In the age of globalization, having multiple markets and consumer base also help avoid demand fluctuations in any one given region. MNCs are viewed with suspicion until they prove that they are willing to work with the population. This initial stage requires that the organization present an image of the company that is stable and profitable. And this is where the internal workings of the organization can prove to be the backbone for the new market and location. The success of the organization often rests on the ability of the organization to understand the internal strengths and weakness of the culture that exist within the organization and use it to obtain the extract the best performance from the workers in the organization."

Sample of Sources Used:

• BARBOZA, D. (2001) When Golden Arches Are Too Red, White and Blue. NY Times. New York.
• BARRETT, L. & GALLAGHER, S. (2003) McBusted. Baseline.
• BULLER, P. F., KOHLS, J. J. & ANDERSON, K. S. (2000) When Ethics Collide: Managing Conflicts across Cultures. Organizational Dynamics, 28, 52-66.
• BUSCO, C., FRIGO, M. L., GIOVANNONI, E., RICCABONI, A. & SCAPENS, R. W. (2006) Integrating global organizations through performance measurement systems. Strategic Finance, 87, 30-35.
• CHILD, J. (2001) Trust-the fundamental bond in Global Collaboration. Organizational Dynamics, 29, 274-288.

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