Reference no: EM13805118
Responses should be a minimum of 200 words and include direct questions
Many organizations today rely on having a global organization. How the global organization structure will determine on whether that organization is successful and competitive among other organizations. According to Imoto, Watada, & Yabuuchi, (2007), it is almost impossible to develop a corporation without having innovation and reforming within the organization. For a global organization, it is essential that an organizations structure is solid. It is also important that organizations know that the corporate culture of the organization is imperative. Organizations such as Hitachi, Toshiba, Mitsubishi Electric, Matsushita, Sony, NEC and Fujitsu global structure has reached $33.5 trillion and is continually growing (Imoto, Watada, & Yabuuchi, 2007). Innovation is what drives the development of a corporation's global structure. Innovation of an organization sustains the activities of the organization and developing newer and better products. According to Imoto, Watada, & Yabuuchi, (2007), organizations such as GE and Toyota not only rely on innovation and reforming but the leaders of the organization, the culture, employees, and technology also lead to the success of an organizations global structure.
With global organizations, corporations are dependent on having expatriates in the global environment. Expatriates are generally and organizations employee that is located in the organization that is located in another country. According to Biemann, & Andresen (2010), international organizations will need to make strategic decisions to resource local, expatriate, and foreign workers. When considering using expatriates employees an organization Human Resource practices will need to have a strategic plan when recruiting for a particular job position. According to Toh & DeNisi (2005), Human Resource policies often favor the expatriate instead of local workers when considering compensation and benefits. In many cases, local workers have more qualifications and aspirations than those of the expatriate. This has resulted in poor performance and low commitment from local employees. Often expatriates have a difficult time to adjusting to a international job when local workers do not accept them into an organizations. To elevate this issue Human Resources need to focus on providing better compensation and benefits package that fit the qualifications of the local worker and the expatriate.
Biemann, T., & Andresen, M. (2010). Self-initiated foreign expatriates versus assigned expatriates. Journal of Managerial Psychology, 25(4), 430-448. doi:https://dx.doi.org/10.1108/02683941011035313
Imoto, S., Watada, J., & Yabuuchi, Y. (2007). BUILDING AN INNOVATIVE STRUCTURE FOR A MANUFACTURING CORPORATION. Global Journal of International Business Research, 1(1), 23-36. Retrieved from https://search.proquest.com/docview/1399037648?accountid=8289
Toh, SM., & DeNisi, A. (2005). A Local Perspective to Expatriate Success.
The Academy of Management Executive 19(1), pp. 132-146.
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