Reference no: EM131260784

Question 1: Identify and describe a current situation, within your current or former organization, where the challenges of the process of change, due to a competitive global environment, has affected and forced your organization to implement new HR strategic objectives and lead a vision to adapt to the ongoing demands of doing business overseas? Provide a practical example to support your answers. (I think here you can even take example any organisation).

Question 2: Class, M&A happens all the time in today's business world.  In May of 2015, I attended a conference where the subject of discussion was the rise of M&A in business transactions.  What the speaker was stating is that smaller companies are being acquired by larger companies on a regular basis in the US and internationally. Now, the question of course is why?  There are certain economies to scale that I feel come into play with M&A, one is that smaller companies may be feeling the pinch of the recession still, plus the amount of government regulations that are being passed.  From a HR standpoint the issue turns to how does an organization acquire a company, keep the top talent and integrate the culture of both organizations into one cohesive unit?  Needless to say the traditional model of Western M&A does not necessarily work in an International environment.  In previous years organizational management theorists argued that emerging nations had to shift their HR policies to align more closely with Western nations to do business with them.  However, as we have seen that has not completely come to pass as many countries still did not have progressive HR policies that Western nations tend to have.  How does an organization that is acquiring a company in an emerging nation deal with the lack of congruence between HR policies between the two cultures?

Question 3: Identify what HR mechanisms can be introduced in the international firm today to build a strategic business partnership, close the gap between management and employees while building a cohesive culture that add value, empowerment, motivation, and reward human capital? Provide a practical example to support your answers when focusing on the international firm.

Question 4: Class, as you know there are significant culture differences in countries, and some times even in the same country.  One of the challenges organizations often face is how to merge a US company with a foreign company, or vice versa.  For example, the US has a strong individualistic culture, we focus on the "my" success versus "us" success.  In other cultures, such as Asia the work focuses on "us" versus "me."  This is a significant challenge during the acquisition of a company and can create significant problems in the workforce if the adaptation process is not handled correctly.  How do you research the culture of an organization in a foreign country and then determine whether the culture of not only the country, but the company is a good match with the acquiring company