MAN6635 Exam 2 Study Guide || With
100% Accurate Solutions
Ethnocentric staffing approach - ANSWER - Fill key managerial positions with HQ staff
-Local management skill insufficient
-Close coordination with HQ is critical
-High level of technical capability required
-Proprietary technology is used extensively - ANSWER - Ethnocentric staffing approach
is appropriate when: (4)
-HQ staff familiar with company goals, products, technology, policies, and procedures
-HQ staff knows how to get things done through HQ - ANSWER - Ethnocentric staffing
approach: advantages (2)
-Lack of opportunities to develop local managers
-Risk of poor adaption of lack of effectiveness of IA - ANSWER - Ethnocentric staffing
approach: disadvantages (2)
Polycentric staffing approach - ANSWER - Fill key managerial positions with locals.
Appropriate when company wants to "act local"
-Local managers familiar with local culture, language, and ways of doing business
-Local managers have local contacts
-Local managers more likely to be accepted by people inside and outside the subsidiary
-Usually less expensive than sending manager from HQ - ANSWER - Polycentric
staffing approach: advantages (4)
-Difficulty coordinating activities and goals between subsidiary and HQ
-Potentially conflict loyalties of local manager
-HQ managers of international firms don't get international experience - ANSWER -
Polycentric staffing approach: disadvantages (3)
Global staffing approach - ANSWER - Best managers are recruited from within or
outside the company, regardless of nationality. Very well might not be from home or
host country
-Largest pool of qualified applicants
-Applicants tend to have cultural flexibility and adaptability and bi/multilingual skills
-Perceived by employees as acceptable comprises between HQ and local managers
-Cheaper to transfer employees from some countries than others - ANSWER - Global
staffing approach: advantages (4)
-Lack of managers who want to work all around the world
,-Conflicting requirements of host governments
-If they'll go anywhere for your company, what's to keep them from going to another
company? - ANSWER - Global staffing approach: disadvantages (3)
International business strategy - ANSWER - No overseas office or operations. Generally
used for exporting, licensing, or subcontracting
Multi-domestic business strategy - ANSWER - Subsidiaries in multiple countries operate
independently within each country, independently of operations in other countries, and
often fairly independently of parent company headquarters
Global business strategy - ANSWER - Unified strategy implemented for all countries
regardless of their culture or national differences
Transnational business strategy - ANSWER - Firms work hard to be seen as a local firm
that draws upon global expertise, technology, and resources
Expatriates or international assignees - ANSWER - When a parent country nationals are
transferred to another country to work in a subsidiary or other type of operation of the
MNE for more than one year
-Provide adequate lead time for relocation
-Involve family at the outset of the expatriation process
-Provide language and cultural training to IA and family
-Provide a pre-assignment visit for IA and family
-Recognize the importance of dual career and trailing spouse issues
-Be honest about the job and location when recruiting
-Train home office staff in dealing with IAs
-Don't neglect repatriation issues - ANSWER - Best practices in IA staffing (8)
Benchmarking
-How much labor does a business like ours use?
-Is there any reason why we may differ?
Statistical methods
-Look at "leading indicators." For example: Sales this year correlate with labor demand
next year
-Does not account for chance, change, rapid fluctuation, or the zombie apocalypse
Subject matter experts- "educated guesses"
-Take into account other factors (e.g. new product launches, changes with competitors,
changes in technology, changes in the economy) - ANSWER - How to forecast demand
(3)
Anticipate how people will move up through (and out of) the company using a
Transitional Matrix and how much available labor there
, (know how to use transitional matrix) - ANSWER - How to forecast supply
-Downsize
-Reduce pay
-Demotions
-Transfers
-Early retirement
-Wait for natural attrition
-Hiring freeze - ANSWER - Methods for Correcting a Surplus
Comparing the results of demand and supply forecasting tells us whether we're likely to
have a surplus or a shortage. Depending on which one we forecast, we plan to
implement various strategies for creating equilibrium - ANSWER - Surplus vs. Shortage
-Often irreplaceable people are let go
-Survivors just work harder
-Survivors become disillusioned
-Damage to future employment
-Skill erosion - ANSWER - Drawbacks of downsizing (5)
-Attempting to reduce costs
-Closing or altering production facilities
-Outsourcing and offshoring for economic reasons - ANSWER - Companies choose
downsizing when... (3)
-Existing people work harder
-Use temporary employees
-Outsource
-Promote from within
-Decrease voluntary turnover
-Recruit and hire new people - ANSWER - Methods for Correcting a Shortage
Workforce - ANSWER - An enterprises employees
Labor force - ANSWER - The pool of potential employees from which the firm attracts
and hires its workforce
-Find staff in whatever location they operate
-Learn to recruit and hire in multiple locations and cultures
-Logically deploy staff international - ANSWER - International workforce planning: MNEs
will likely need to... (3)
-Availability of data
-Increasing diversity of labor forces
100% Accurate Solutions
Ethnocentric staffing approach - ANSWER - Fill key managerial positions with HQ staff
-Local management skill insufficient
-Close coordination with HQ is critical
-High level of technical capability required
-Proprietary technology is used extensively - ANSWER - Ethnocentric staffing approach
is appropriate when: (4)
-HQ staff familiar with company goals, products, technology, policies, and procedures
-HQ staff knows how to get things done through HQ - ANSWER - Ethnocentric staffing
approach: advantages (2)
-Lack of opportunities to develop local managers
-Risk of poor adaption of lack of effectiveness of IA - ANSWER - Ethnocentric staffing
approach: disadvantages (2)
Polycentric staffing approach - ANSWER - Fill key managerial positions with locals.
Appropriate when company wants to "act local"
-Local managers familiar with local culture, language, and ways of doing business
-Local managers have local contacts
-Local managers more likely to be accepted by people inside and outside the subsidiary
-Usually less expensive than sending manager from HQ - ANSWER - Polycentric
staffing approach: advantages (4)
-Difficulty coordinating activities and goals between subsidiary and HQ
-Potentially conflict loyalties of local manager
-HQ managers of international firms don't get international experience - ANSWER -
Polycentric staffing approach: disadvantages (3)
Global staffing approach - ANSWER - Best managers are recruited from within or
outside the company, regardless of nationality. Very well might not be from home or
host country
-Largest pool of qualified applicants
-Applicants tend to have cultural flexibility and adaptability and bi/multilingual skills
-Perceived by employees as acceptable comprises between HQ and local managers
-Cheaper to transfer employees from some countries than others - ANSWER - Global
staffing approach: advantages (4)
-Lack of managers who want to work all around the world
,-Conflicting requirements of host governments
-If they'll go anywhere for your company, what's to keep them from going to another
company? - ANSWER - Global staffing approach: disadvantages (3)
International business strategy - ANSWER - No overseas office or operations. Generally
used for exporting, licensing, or subcontracting
Multi-domestic business strategy - ANSWER - Subsidiaries in multiple countries operate
independently within each country, independently of operations in other countries, and
often fairly independently of parent company headquarters
Global business strategy - ANSWER - Unified strategy implemented for all countries
regardless of their culture or national differences
Transnational business strategy - ANSWER - Firms work hard to be seen as a local firm
that draws upon global expertise, technology, and resources
Expatriates or international assignees - ANSWER - When a parent country nationals are
transferred to another country to work in a subsidiary or other type of operation of the
MNE for more than one year
-Provide adequate lead time for relocation
-Involve family at the outset of the expatriation process
-Provide language and cultural training to IA and family
-Provide a pre-assignment visit for IA and family
-Recognize the importance of dual career and trailing spouse issues
-Be honest about the job and location when recruiting
-Train home office staff in dealing with IAs
-Don't neglect repatriation issues - ANSWER - Best practices in IA staffing (8)
Benchmarking
-How much labor does a business like ours use?
-Is there any reason why we may differ?
Statistical methods
-Look at "leading indicators." For example: Sales this year correlate with labor demand
next year
-Does not account for chance, change, rapid fluctuation, or the zombie apocalypse
Subject matter experts- "educated guesses"
-Take into account other factors (e.g. new product launches, changes with competitors,
changes in technology, changes in the economy) - ANSWER - How to forecast demand
(3)
Anticipate how people will move up through (and out of) the company using a
Transitional Matrix and how much available labor there
, (know how to use transitional matrix) - ANSWER - How to forecast supply
-Downsize
-Reduce pay
-Demotions
-Transfers
-Early retirement
-Wait for natural attrition
-Hiring freeze - ANSWER - Methods for Correcting a Surplus
Comparing the results of demand and supply forecasting tells us whether we're likely to
have a surplus or a shortage. Depending on which one we forecast, we plan to
implement various strategies for creating equilibrium - ANSWER - Surplus vs. Shortage
-Often irreplaceable people are let go
-Survivors just work harder
-Survivors become disillusioned
-Damage to future employment
-Skill erosion - ANSWER - Drawbacks of downsizing (5)
-Attempting to reduce costs
-Closing or altering production facilities
-Outsourcing and offshoring for economic reasons - ANSWER - Companies choose
downsizing when... (3)
-Existing people work harder
-Use temporary employees
-Outsource
-Promote from within
-Decrease voluntary turnover
-Recruit and hire new people - ANSWER - Methods for Correcting a Shortage
Workforce - ANSWER - An enterprises employees
Labor force - ANSWER - The pool of potential employees from which the firm attracts
and hires its workforce
-Find staff in whatever location they operate
-Learn to recruit and hire in multiple locations and cultures
-Logically deploy staff international - ANSWER - International workforce planning: MNEs
will likely need to... (3)
-Availability of data
-Increasing diversity of labor forces
