Question

Please answer all questions in Macroeconomics below, and answer them in detail and precisely.

Question 1 (20 marks)
As a human resources manager, you are assigned to plan and organize an overseas trip for your sales and marketing colleagues due to their outstanding sales performance. Explain how you would apply the four management functions to effectively prepare and manage the trip.

Question 2 (20 marks)
Henry Anderson originally based at the headquarter office in Canada, has been sent by his employer to Taiwan’s office supervising a group of Taiwanese employees for a period of two years. Taiwan is known to have a national culture characterized as: (1) high power distance; (2) collectivism; and (3) high uncertainty avoidance.
Discuss how Henry can make good use of the relevant knowledge about Hofstede’s national culture framework to better manage the Taiwanese employees, as well as the managerial implications.

Answer 1

Answer 1. Numerous studies have suggested the physical and psychological benefits of incentives in the form of trips and holidays. Well-rested employees who enjoy a change of scene away from work from time to time are happier, more productive, more focused and less stressed. By establishing the organization as one that cares for work-life balance, can attract as well as retain talent more effectively. Employees need to unplug from work and employers must support this need in a positive and sensitive manner. An overseas trip is a kind of incentive given by a company. Incentive Travel Programs are a motivational tool to enhance productivity or achieve business objectives in which employees earn a reward based on a specific level of achievement set forth by management. The program is designed to recognize earners for their achievements.

But International assignment or trip management is one of the hardest areas for HR professionals to master—and one of the most costly. Following management functions would apply to effectively prepare and manage the trip:-

i. Planning:- Plan early. This would be the core function and the one which is the most important of all the functions. This would include the dates of travel, choice of destination, budget allocation according to the chosen overseas destination, management and reservation of transport tickets, searches for accommodations, car rentals, etc. When planning, choose a date that will not only align with the company’s organizational goals but also with the staffs’ mood. A few things to consider for the perfect timing include a slow office’s period, good weather and minimal vacation/sick leave requests.

ii. Organizing:- Organizing involves determining how activities and resources are to be assembled and coordinated. Know your target group. As it is the sales and marketing team that is the target here, it might be a group seeking immersive experiences and nightlife over sophistication. Activities that  to encourage networking and mingling might be a very good option for a sales and marketing team. A key component of successful incentive programs is keeping the experience exciting, new and relevant.

Time and money – they go hand in hand when planning a successful incentive program. The budget is going to affect your destination, but it doesn’t need to define the experience.

iii. Leading:- Have a goal. Although a travel incentive program may have a less flexible schedule and less scheduled activities, but setting up some goals or activities can help in Managing, Motivating and Directing People.

iv.  Controlling:- Tracking results. Travel programs can help in supporting the organizational culture, but to achieve it, it must known if the attendees are engaged with other earners and the destination. Monitoring and Evaluating Activities can be helpful in this case

Having a corporate incentive trip abroad is a great way to motivate employees. It also sets an excellent atmosphere for team building activities, honest corporate discussions and conversations, goal sharing and relaxation.

Answer 2:- While there are a number of ways to define culture, put simply it is a set of common and accepted norms shared by a society. But in an international business context, what is common and accepted for a professional from one country, could be very different for a colleague from overseas.

Recognizing and understanding how culture affects international business in three core areas: communication, etiquette, and organizational hierarchy can help you to avoid misunderstandings with colleagues and clients from abroad and excel in a globalized business environment.

i.  Communication:- Effective communication is essential to the success of any business venture, but it is particularly critical when there is a real risk of your message getting “lost in translation.” In many international companies, English is the de facto language of business. But more than just the language you speak, it’s how you convey your message that’s important. While fluent English might give you a professional boost globally, understanding the importance of subtle non-verbal communication between cultures can be equally crucial in international business. Business meetings tend to be long, as completing a meeting to a satisfactory standard is considered more important than keeping time. First meetings allow parties to get to know each other rather than close a deal. As such, meetings usually start with some small talk, which may include issues that would be considered personal in most Western countries.

ii. Workplace etiquette:- Different approaches to professional communication are just one of the innumerable differences in workplace norms from around the world. Business attire is rather formal and conservative both for men and women. It is appropriate for men to wear dark-colored suits with shirts and tie while women should wear conservative business suits or dresses and blouses. Tight-fitting and sleeveless attire should be avoided. It is common for men to take off their jackets during meetings. Both genders are expected to be well-groomed and neatly dressed. Punctuality is highly valued in Taiwanese business culture. It is recommended to arrive on time for meetings. Meetings may have a set agenda; however, it usually serves the purpose of initiating negotiations and may not always be followed strictly. On the other hand, deadlines are taken very seriously and not meeting jointly agreed deadlines is seen as a sign of disrespect.

iii. Organizational Hierarchy:- The organizational structure in most Taiwanese firms is hierarchical; however, there is less emphasis on protocol and procedures than in Japan and South Korea. Seniority and age play an important role in addition to the rank within the firm. It is considered polite to greet the oldest/most senior person at meetings. Decisions are usually made from the top down and not questioned by subordinates. Nevertheless, managers seek a consensus to ensure a majority agrees on the decision. Consequently, the decision-making process tends to take a long time.

Differences in national culture lead to the lack of shared norms and value. The lack of shared values and norms may reduce effective communication, trust and knowledge sharing in the international business. In order to operate in a particular culture it is important for the organizational culture and structure to compliment the demographic and cultural aspects of that country. Keeping in mind both, the similarities and dissimilarities it is significant for an international enterprise to select an appropriate framework that can facilitate the process of increasing organizational productivity.