Delivery in day(s): 4
Human Capital Management Oz Assignments
A conglomerate company by definition refers to a company that consists of multiple different corporations. Usually it is a group of companies that has one or more number of subsidiaries. These subsidiaries are the wholly or the partially owned companies. They usually have the desire of extending their services to other countries in order to expand their business or make sure that they are being able to diversify themselves in many other business fields. There is also one of the biggest advantages of these kinds of organizations is that they can very easily balance the gains and the losses suffered by them. If they are suffering from any losses from one of their subsidiaries then they might try and gain a good amount of profit from the other. This also helps the conglomerate companies to gain a huge knowledge about the people and their organizations living in different parts of the world. As they have many different subsidiary companies, they usually extend to a large number of places. They also have to recruit the employees from any different places as well. This helps them to gather a wide range of knowledge management about the ways people interact with one another.
Overview of the Conglomerate
I have been working in one of the local Malaysian conglomerates company and being the Vice President I am often assigned with the task of recruiting employees for all the different kinds of positions from one country to the other. This time the company is thinking about expanding their business to the parts of India and China (Yen and Abosag 2016). I am in the charge of recruiting a chain of middle to the senior managers and look after their needs and developments. Before doing that I feel it is important to evaluate the size and the area of operation of this business. This Malaysian local conglomerate business will start to expand their business into pats of India and China. Currently it is working in Malaysia and in the nearby countries (Mukherjee and Ramos-Salazar 2014).It has its holding in different kinds of products like the telephones, resort developments, casino operation, mobile telephone services and many other such lines of products. It also has many other kinds of franchises in the companies like McDonalds, Starbucks, Roasters and many other such food companies. They have also completed a recent project of making a Times Square complex that is actually a shopping mall like area having about 625000 square meters of entertainment, retail, leisure space and many other such activities. This is one of the largest projects that have been undertaken by thus company and this is also one of the largest projects in the South pacific region. However there are also many other conglomerates that are growing in and around Malaysia and they really pose a major threat to the overall business of the company(Betz 2016). It is for this reason that they have to work harder and flourish in all their subsidiary form of business. One of the most important things that they need to flourish is the excellence and the expertise of a brilliant workforce(Andow and David 2016). It is for this reason that the board of directors of that company has appointed me with the charge of recruiting the best suitable candidates who can become able middle and senior managers(Newell et al. 2016). As the very name suggest the middle managers have to be very patient and goal oriented personalities so that they can build bridge between the top management of the company and rest of the subordinate officials.
As I have been part of this organization for almost 2 years as the HR Vice President I have realized that there are certain problems. There is often a gap in the communication process among the members of the top managers and the employees working at the subordinate levels. So, I thought that it will be prudent to recruit some employees who can be good act as good middle managers. However as the company will be expanding to the Indo-China regions, it is important for the company to have members from both the Indian and the Chinese background.
Duty of the HR Vice president
I will recruit about 15 middle managers who will be working in all the new ventures that the conglomerate company will be opening up in the IndoChina areas. I think that looking at the present condition of the company it will be best to place the middle managers in the communication department, marketing department and the people development of the subsidiaries of the company. I feel that these three areas are the most crucial areas where the company needs to emphasize. As they belong mainly from Malaysia they will face many differences in the cultural and business mannerism while expanding their business in the different areas of China and India.
There is a sharp difference in the communication and the cultural approaches of the employees of Malaysia, India and China. One of the key features is the way of greeting people which differs largely in China and India. The Malaysian people usually believe the culture of saving face in order to prevent any kind of negative impressions(Blake et al. 2016). The negative impression in the Malaysian culture is known as the loss of face or loosing face which often has a very bad ort harmful impact on business. So, people always try to greet each other with a very happy face and try to keep a cheerful and smiling appearance. However while expanding their business in India and China, they have to deal with many of the Indian customers, they have to make sure that they are not making the Indian customers unhappy in any way. The employees might smile but they have to remember that they cannot just keep any postures while speaking(Raju 2016). They have to stand in a professional manner and might use the term Namastey for greeting the Indian customers. One of the core competencies that the employees have to develop is the way they are greeting the guests. So, this is basically a part of the people development program that needs to be developed by the middle managers.
The middle managers are the ones who basically concentrate on developing the front line managers who have to manage the customers at the stores and the other outlets. I would like to place the middle managers in all the branches or outlets of the subsidiaries that will be undertaken by the Malaysian conglomerate. I would mainly like to put the middle managers in the people development section as this will help to develop the communication process within the organization. This will help to improve the overall working of the organization and they can be successful in the due course of their business. People development is one of the most important sectors that have to be taken care of properly so that they can satisfy their customers.
Business expansion is naturally a very tough job and it surely needs lot of effort. So, there has to be a proper coordination and communication maintained among the employees of the organization. In order to flourish they have to achieve maximum sales and they have to make sure that the front line managers and the store keepers are being able to keep a proper control over the activities of the store keepers(Balogun and Rouleau 2017). One of the key distinguishing features of the store keeper is that they are usually very active in training the unit managers or the store managers(Bustamam, U.S.A., Mutalib, M.A. and Yusof, S.N.M., 2015). This is indeed one of the most important aspects of any new venture that the company undertakes in China or in India. As the company will be getting all the new customers after expanding their stores in the Indo China areas, they will be getting new customers. Their needs and demands of these customers will be different. So, it is important for the organization to understand the needs and demands of these customers and cater to the same.However there has to be some managers who will be taking care of the middle managers as well. It is for this reason that the company must also get a good amount of the senior managers as well. Though there will be some middle managers there also have to be some senior managers as well.
There has to be a proper organizational structure in the conglomerate company as they have to look after so many different kinds of companies with different kinds of works. Particularly as they are expanding into a totally new kind of area where the needs and demands of the customers will differ to a great limit, the senior managers are needed for the proper treatment of all the people. This can be done excelling in the goods and services provided by the organization. For carrying out all the activities in the new and foreign countries there has to be a proper senior management that will provide proper guidance to all the employees who are working in the new subsidiaries or the new ventures that they will be undertaking in the Indo China areas.
Budgets are one of the most important aspects of the new ventures that they will be undertaking in the areas of China and India. The senior managers will also be very useful in maintaining the budget for all these new business ventures. They will make sure that the inflow and the outflow of the cash is being maintained properly. They have to keep a good amount capital in their funds so that they can carry on all the activities properly like setting up the ambience of the stores, carrying on a large amount of research and development regarding the tastes and preferences of the customers.
Skills and Qualifications needed
Being the Vice President of the HR department, I will also have to set up a correct recruitment process. Some qualification grounds have to be set up for recruiting the middle and the senior managers. The ones who will be hired for being the middle managers must be having a proper communication skill, the focus and insight to hire their subordinates well. They must also have a proper collaboration skill. This is important because they have to make sure that they are being able to bring people together at a same place and carry on all the training and the development process. So they need to have a good people skill as well. They have to make sure that they are also having a proper decision making skill. They have to take many important decisions regarding the working of the employees of the store or the units. They might get situations of solving the issues of the front line managers.
There can be some problems that they middle managers have to preside over in the absence of the senior managers. They must be having a minimum qualification of Bachelors degree in the business administration or the masters of administration or any other such similar degrees. They have to be properly experienced in the field of leadership, management or any other kinds of supervisory positions. It has to be made sure that they are also well versed in the human resource management. There will naturally be some or the other kinds of qualifications for selecting the senior managers. The candidates who are being selected for the post of senior managers must also have bachelors’ degree or a master’s degree in the business administration course. Apart from this they might also have some additional degrees in the fields like graining and development, education resources, psychology business and many other such fields.
Compensation and benefit schemes for the people
There will also be proper compensation and benefit schemes for the people. This is because the employees will have to be motivated and cheered up for doing the work properly. They will have to motivate through the monetary package systems. There have to be some or the other kinds of additional benefits for the employees. There will be incentives in the salary package as per the pay of the employees. They will get other benefits like the employee health insurance schemes. This will always keep the employees motivated. They need to make sure that the employees are happy and they are getting the proper kind of motivation to work. They have to make sure that the employees are also getting some compensation for the hard work that they are giving forward for this particular project. The compensation may include a sum of 50, 0000 for the family members if the employees are suffering from some severe accidents or they are being somehow wounded during the course of the work.
The Hofestede cultural model can be followed for this particular aspect. As the conglomerate company is about to extend its services in the Indo China region(Beugelsdijk et al. 2017). They have to keep in mind one thing that they cannot treat the Indian and the Chinese customers in the same way that they used to treat their Malaysian customers. There is a great difference between the two or rather the three forms of culture. The Malaysian conglomerate has to keep in mind that they are to treat the Indian customer’s with respect and patience. They cannot actually shout on them or get angry in them due to some or the other disturbances or misunderstandings. While expanding their business to parts of China and India, the Malaysian conglomerate has to keep in mind that they cannot actually treat the Indian and the Chinese customers with the similar kinds of goods and services(Islam 2017).
China is far advanced in terms of all the public services like airports, railways, roadways and also many other such public amenities. So, while opening their business in India they can actually focus on developing some cars or some automobile industries that will help the Indians in getting some very good and fast speed vehicles. They have to keep in mind that one of the most important things that the Indians will also demand is a good hospitality. So, the Malaysian conglomerate will have to train the employees in a proper manner so that they can actually maintain a proper decorum and carry on their work as per the needs and requirements of the customers of China and India.
The Indian busine3ss market is one where the Indians believe that the superiors or the bosses must control them as it gives a feeling a security. It is a matter of psychological security as well. It is for this reason that as a foreign country it is the duty of the conglomerate to make sure that they are training their middle managers to abide by the position and the power of any of the senior managers. On the other hand the business in China has to be very organized and the subordinates have to love their position in organizational behaviour. They have to respect the ones who are above them in rank and this will help in creating a positive approach.
The conglomerate has to keep in minds that while dealing with the Chinese customers they have to be of a very collaborative nature. They have to make sure that all the front line managers are using the term and the concept of WE. In other words, the store managers or the front line managers have to maintain a proper control over their body languages and their speech. However in India, the customers and both individualistic and collectivist in nature, they like belongingness to the social networks and at the same time also like to have their personal choices and decisions.
The conglomerate company has to train their employees in such a way that they can adjust themselves to the masculine nature of the two countries. They have to train their female employees that they might face some kind of gender biasness or gender discrimination issues in both the countries. Apart from this they have to train the rest of their employees to accept the facts like working for long hours, staying away from home for getting pay and many other such activities. The business couture in both these countries is masculine in nature and they believe in toiling very hard for getting a proper kind of training.
Training has to be given to all the front and line managers for making sure that they are providing a proper plan to their Indian and Chinese business associates before commencing upon any kinds of work. Chinese people always want a particular kind of plan or a method before they can actually proceed on some or the other kinds of work. Indian customers or the Indian business clients are also in search of a proper plan every single time(Ahmed 2016). They believe in knowing about the possible consequences before they take any important business decision. The Chinese people need a perfect plan as they like a perfect kind of stability over adventure. They need a kind of organized structure so that they can actually plan their next step. The Indians on the other hand can accept both failures and imperfections.
Training of the employees
There has to be a thorough training of the employees so that they can carry on with their work properly. In the beginning there has to be thorough recruitment session that will hire the right kind of people for the right positions. The employees who will be working with the Conglomerate Company will have to be selected from both India and China so that they can be useful for the rest of the employees. The conglomerate will be able to make sure that the knowledge transfer is being carried on properly. The employees that will be hired from the different regions of China and India will be able to carry some knowledge about the business etiquettes and he business couture of the lands fro where they come.
This will be very useful for the conglomerate as they can save some expenses which they would otherwise have to spend on getting some very good trainers from the Indo Chinese areas for training their employees. Apart from this, the middle and the senior managers who will be appointed for the new business expansion venture will be explained all the intricate details of the customer handing of the Indo China region. The employees have to be allotted with a good amount of time that will help them to cope up with the pressure and the new ways of presenting themselves to the customers. They have to be taught about the culture and the mind set of both the people of China and India.
The leaders and the managers of the Conglomerate company has to make sure that they are training the employees as and when needed. The estimated time for the completion of this business expansion venture is about three years. So, in the course of time, the managers have to provide thorough training to all the employees. They will also have to make sure that there is also a meeting and feedback session that is being carried on properly. The meetings are to be c carried on by involving the middle managers and the senior managers as well so that they can report all the issues to the board of directors and the managers. This will help the managers to stay assured about the progress of the business venture plans(Carraher 2014). It is a necessity to make sure that the newly appointed employees are being involved in each and every meeting. One to one sessions are also to be conducted so that they can personally interact with the senior managers and talk about their problems or any kind of special trainings. No plan is successful unless and until it is being implemented properly and regular updates are being taken about it.
So, it can be concluded that the employees have to be given a thorough training before they can be sent on the business expansion mission. As they will be travelling to the totally new countries, they have to undergo a huge amount of communication and people development training. One of the most important things that they need to learn from the training session is the new ways of customer handling. They have to know about the gender biasness and the power structure that is followed in both these countries. The leadership has to be very strong so that the employees can be good at handling the customers. The leaders and the managers have to make sure that they are recruiting the best candidates for this position and are providing them the right kind of training. The mangers and the leaders have to be very supportive towards their employees. They have to make sure that they are not only focusing on their personal benefits but are also trying to cater to all the needs and demands of their employees.
1. Ahmed, A.D., 2016. Effect of Inventory Management on Financial Performance: Evidence from Nigerian Conglomerate Companies. World Academy of Science, Engineering and Technology, International Journal of Social, Behavioral, Educational, Economic, Business and Industrial Engineering, 10(9), pp.3182-3186.
2. Andow, H.A. and David, B.M., 2016. Ownership structure and the financial performance of listed conglomerate firms in Nigeria. The Business & Management Review, 7(3), p.231.
3. Balogun, J. and Rouleau, L., 2017. 5. Strategy-as-practice research on middle managers and Sensemaking. Handbook of Middle Management Strategy Process Research, p.109.
4. Balogun, J., Bartunek, J.M. and Do, B., 2015. Senior managers’ sensemaking and responses to strategic change. Organization Science, 26(4), pp.960-979.
5. Betz, F., 2016. Strategic Thinking: A Comprehensive Guide. Emerald Group Publishing Limited.
6. Beugelsdijk, S., Kostova, T. and Roth, K., 2017. An overview of Hofstede-inspired country-level culture research in international business since 2006. Journal of International Business Studies, 48(1), pp.30-47.
7. Blake, P.R., Corbit, J., Callaghan, T.C. and Warneken, F., 2016. Give as I give: Adult influence on children’s giving in two cultures. Journal of experimental child psychology, 152, pp.149-160.
8. Bustamam, U.S.A., Mutalib, M.A. and Yusof, S.N.M., 2015. Graduate employability through entrepreneurship: A case study at USIM. Procedia-Social and Behavioral Sciences, 211, pp.1117-1121.
9. Carraher, S., 2014. Cambridge Business & Economics Conference best papers and Anne Tsui. Journal of Technology Management in China, 9(3).
10. Chai, D.S., Hwang, S.J. and Joo, B.K., 2017. Transformational Leadership and Organizational Commitment in Teams: The Mediating Roles of Shared Vision and Team?Goal Commitment. Performance Improvement Quarterly, 30(2), pp.137-158.
11. Islam, T., 2017. Practices of Cross-Cultural Etiquette and Communication in Global Business-A Conceptual Analysis on Managing Corporate Expansion: A Review Study. J Bus Fin Aff, 6(280), pp.2167-0234.
12. Kartomi, M.J. and Blum, S., 2014. Music\= Cultures in Contact: Convergences and Collisions. Routledge
13. Kumar, R. and Sethi, A., 2016. Doing business in India. Springer.
14. Mazanec, J.A., Crotts, J.C., Gursoy, D. and Lu, L., 2015. Homogeneity versus heterogeneity of cultural values: An item-response theoretical approach applying Hofstede's cultural dimensions in a single nation. Tourism Management, 48, pp.299-304.
15. Mukherjee, S. and Ramos-Salazar, L., 2014. " Excuse Us, Your Manners Are Missing!" The Role of Business Etiquette in Today's Era of Cross-Cultural Communication. TSM Business Review, 2(1), p.18.
16. Newell, S.J., Wu, B., Leingpibul, D. and Jiang, Y., 2016. The importance of corporate and salesperson expertise and trust in building loyal business-to-business relationships in China. Journal of Personal Selling & Sales Management, 36(2), pp.160-173.
17. O’Sullivan, P., 2017. Transitioning the new CEO while embedding a merger: How coaching supported a newly appointed CEO based in Malaysia who was appointed to lead a newly merged technology company across Asia. In Coaching and Mentoring in the Asia Pacific (pp. 95-103). Routledge.
18. Raju, C.K., 2016. Probability in Non-Western Cultures. In Encyclopaedia of the History of Science, Technology, and Medicine in Non-Western Cultures (pp. 3585-3589). Springer, Dordrecht.
19. Rallapalli, K.C. and Montgomery, C.D., 2015. Marketing strategies for Asian-Americans: guidelines based on Hofstede's Cultural Dimensions. In Minority marketing: Research perspectives for the 1990s (pp. 73-77). Springer, Cham.
20. Schweitzer, S. and Alexander, L., 2015. Access to Asia: Your Multicultural Guide to Building Trust, Inspiring Respect, and Creating Long-lasting Business Relationships. John Wiley & Sons.
21. Sharma, S., 2015. India's largest looks for further expansion. World Pumps, 2015(4), pp.20-23.
22. Shaw, K., 2015. The influence of culture and customs on international business communications. Editorial Board Members, 14(9), pp.430-436.
23. Sims, R.L., Ruppel, C.P. and Zeidler, P., 2016. Work strain, job satisfaction, and intention to quit: The moderating effect of long-term orientation. International Journal of Stress Management, 23(1), p.23.
24. Spring, J., 2016. Deculturalization and the struggle for equality: A brief history of the education of dominated cultures in the United States. Routledge.
25. Tanaka, A. and Kleiner, B., 2015. Cross-Cultural Business Etiquette. Culture & Religion Review Journal, 2015(1).
26. Totten, J.W., Lipscomb, T.J. and Irtisam, R., 2015. Mobile phone etiquette. In Encyclopedia of Mobile Phone Behavior(pp. 267-279). IGI Global.
27. Wang, W.H., Tang, X.M., Fang, X.Z. and WANG, T.Y., 2015. Seismic processing techniques for tight sandy-conglomerate objective in Xujiaweizi fault depression. Progress in Geophysics, 30(3), pp.1199-1204.
28. Yen, D.A.W. and Abosag, I., 2016. Localization in China: How guanxi moderates Sino–US business relationships. Journal ofBusiness Research, 69(12), pp.5724-5734.