Management in MNCs
Management Principles in MNCs

The reliance on management Principles in multinational corporations (MNC) is today more pervasive than ever given the rapid pace of globalization and the need to bring diverse cultures together for attaining common goals. The reliance on the six management principles of vision, people-driven values, robust communication, sense of urgency, execution and extreme customer focus all combine to create a strong platform for future growth of an MNC. Given the pace of innovation that continues to accelerate, these six management principles are essential for the effective growth of any MNC over time (Cveykus, Carter, 2006)

The intent of this analysis is to define the role of each of these six management principles in an MNC, defining which is the most critical to its success.

Assessing Management Principles in MNCs

The six management principles of vision, people, robust communication, sense of urgency, execution and extreme customer focus are the foundation…...

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References

Renee Cveykus & Erin Carter. (2006). Fix The Process, Not The

People. Strategic Finance, 88(1), 26-33.

Fujimoto, Y., & Hartel, C.. (2010). A New Vision of Management: Full Potential

Management Model. Journal of Diversity Management, 5(4), 19-29.

It is not one that should be undertaken under unethical or false pretenses. If the culture is bad enough to start with that the company feels that a change is necessary then the last thing that they want to do is be unethical about it. This would do nothing but make a bad situation worse.
6. Determine the organizational structure that would best facilitate the implementation of these new practices.

The best organizational structure that ANZ could use to implement their new practices would be that of a line and staff structure. The line-and-staff structure helps to identify a set of guidelines for the people directly involved in completing the organization's work. This type of structure combines the flow of information from the line structure with the staff departments that service, advise, and support them. Line departments are involved in making decisions regarding the operation of the organization, while staff areas…...

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References

Aragon, Randall. 1993, "Positive organizational culture; a practical approach." Viewed 27 May 2010,

Cherry, Kendra. 2010, " Lewin's Leadership Styles." Viewed 27 May 2010, <  http://psychology.about.com/od/leadership/a/leadstyles.htm >

"Corporate Culture." n.d., Viewed 27 May 2010,

"Organizational Culture." 2009, Viewed 27 May 2010,  http://www.toolpack.com/culture.html

egardless of which side of the debate a person is on, the truth is that transformational leaders far outdistance those that are authoritarian or transactional in mindset and approach (Eisenbeiss, Boerner, 2010). There are many factors for this but the traits that relate to excellence in leadership are as follows. First, transformational leaders have gained the trust and respect of their peers and subordinates by being transparent, or doing what they say they will do on a consistent bases. This is why trust is so difficult to earn, it takes consistency over sometimes years of relationships. For the true leaders in any company, they are transparent, consistent, and above all, real. They don't fake it or tell it like it isn't, they tell the truth and are straight with their subordinates, even if the news is bad. This is why some leaders can make entire strategies come together so…...

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References

Donald Chrusciel. 2008. What motivates the significant/strategic change champion(s)? Journal of Organizational Change Management 21, no. 2, (March 1): 148-160.

Dixon, G.. 2008. Followers: the Rest of the Leadership Process. IIE Annual Conference. Proceedings January 1, 1385-1390.

Eisenbeiss, S., and S. Boerner. 2010. Transformational Leadership and R&D Innovation: Taking a Curvilinear Approach. Creativity and Innovation Management 19, no. 4, (December 1): 364-372.

McCrimmon, M.. 2010. Reinventing Leadership and Management. Ivey Business Journal Online (May 1):

3. What are the main developments that have enabled more flexible work arrangements to flourish?

The pervasive adoption of the Internet as a means to collaborate, communicate and accomplished shared objectives has been the single greatest contributor to the development of virtual teams. The many software applications that are used across the Internet, from shared workspaces called groupware and secured portals to real-time chat and collaboration platforms designed to secure connect workers globally, innovation continues to make new levels of productivity (Hayman, 2010). The Internet set the foundation for free services including Skype that can connect virtual teams globally in seconds with both voice and video connections. Cloud computing is also increasing the adoption of shared collaboration and communication platforms, leading to the creation of applications that can enable 24/7 development of complex products and services across virtual teams. There are also advances in performance management applications and tools that enable…...

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References

Jeffrey H. Dyer, and Kentaro Nobeoka. 2000. Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks 21, no. 3, (March 1): 345-367

Golden, T., and S. Raghuram. 2010. Teleworker knowledge sharing and the role of altered relational and technological interactions. Journal of Organizational Behavior 31, no. 8, (November 1): 1061.

Hayman, J.. 2010. Flexible Work Schedules and Employee Well-Being. New Zealand Journal of Employment Relations (Online) 35, no. 2, (May 1): 76-87.

Valerie J. Morganson, Debra A Major, Kurt L. Oborn, Jennifer M. Verive, and Michelle P. Heelan. 2010. Comparing telework locations and traditional work arrangements: Differences in work-life balance support, job satisfaction, and inclusion. Journal of Managerial Psychology 25, no. 6, (August 20): 578-595.

Management Principles: Organizational Theories
The book The manager's bookshelf: A mosaic of contemporary views offers a compilation of a series of short essays on management, specifically how to be a 'good' versus a 'bad' manager. Although all of the managerial theories that are summarized put a slightly different emphasis on particular values over others and use different acronyms to enable readers to comprehend how to put theory into action, the essays are underlined by the same, core principle: people must be motivated by intrinsic motivational factors to succeed. That is why empowering employees and showing respect for their input and accomplishments is so vital.

Summary of management essays

Once upon a time, according to the principles of scientific management, workers were viewed as adversaries of company profitability. Workers, it was believed, had to be heavily micro-managed so they could perform to their highest capabilities. The essay, "The enthusiastic employee: How companies profit by…...

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References

Pierce, J. & Newstrom, J. (2010). The manager's bookshelf. (9th Ed). New York: Prentice Hall.

For example, the building of cell phone towers with Vodafone has resulted in that firm competing directly and vigourously against Bharti Airtel. Indeed, the two are now among four firms competing for three 3G spectra (Times of India, 2010), implying that if competition had not erupted between the two that Bharti would have been able to gain access to the spectra without engaging in a bidding war. Trust has been shown by Ng, Lau and Nyaw (2007) to be a precursor to success in international joint ventures.
Question 3. In order to deal with the concerns outlined above, Sunil Mittal can take a number of different steps. To deal with the concern of strategy misalignment, Mittal needs to put into place complex management and governance systems. This is required of international joint ventures specifically to ensure that the joint venture is always working towards the strategic objectives of both parent…...

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Works Cited:

Ng, E. (2010). WSJ India goes mobile with Bharti Airtel. Marketing-Interactive.com. Retrieved April 5, 2010 from  http://www.marketing-interactive.com/news/18531 

O'Connor, N. & Chalos, P. (1999). Challenge for successful joint venture management in China: Lessons from a failed joint venture. Multinational Business Review. Retrieved April 5, 2010 from  http://findarticles.com/p/articles/mi_qa3674/is_199904/ai_n8840484/ 

Cyr, D. (1995). The Human Resource Challenge of International Joint Venture. Westport, CT: Quorum Books.

Ng, P., Lau, C., & Nyaw, M. (2007). The effect of trust on international joint venture performance in China. Journal of International Management. Vol. 13 (4) 430-448.

There are other potential challenges as well. For example, if the foreign partner does not uphold its end of the bargain. For example, Bharti takes on a foreign partner to gain managerial controls and technology transfer, but one or more of those elements fails to materialize. The result could be that the venture fails, or that Bharti is forced to take extra steps to shore up the venture.

3. ith respect to culture clash, it has been found that for retail operations -- which Bharti essentially is, the learning curve is much steeper than for production-oriented joint ventures (Owens & Quinn, 2007). Therefore, management must be proactive in addressing cultural issues before they arise. This will include training for both sides of the deal so that managers know what to expect before they need to begin working together.

Strategic alignment is at the root of the problem when foreign partners look to…...

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Works Cited:

O'Connor, N. & Chalos, P. (1999). Challenge for successful joint venture management in China: Lessons from a failed joint venture. Multinational Business Review. Retrieved April 5, 2010 from  http://findarticles.com/p/articles/mi_qa3674/is_199904/ai_n8840484/ 

Cyr, D. (1996). The human resource challenge of international joint ventures. Personnel Psychology. Retrieved April 5, 2010 from  http://www.encyclopedia.com/doc/1P3-10273005.html 

Owens, M. & Quinn, B. (2007). Problems encountered within international retail joint ventures: UK retailer case study evidence. International Journal of Retail and Distribution Management. Vol. 35 (10) 758-780.

Yan, A. & Luo, Y. (2001). International joint ventures: Theory and practice. Armonk, NY: M.E. Sharpe.

He needs to be responsible, capable and trained on how to meet the goals of the Australian firm within the conditions imposed by the Indian society, community, economy and politics.
6. Conclusions

The forces of globalization have created a context in which economic agents are able to transcend boundaries and benefit from the comparative advantages of other regions. Traditionally, the number one benefit sought is cheap labor force, but economic agents are also seeking foreign destinations due to other reasons as well. Aside from financial savings, multinationals also transcend the boundaries of other states in order to gain access to a wider market share and as such retail more of their products and services to generate more revenues.

Leethal Fashion Accessories has decided to launch operations in India for both reasons. The firm has its products manufactured in the Asian country due to the cost efficiencies it generates, and in this situation,…...

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References:

Allen, M., Analyzing the organizational environment, Select Knowledge Environment, ISBN 0744602963

Brown, D.J., 1990, Decentralization and school-based management, Routledge, ISBN

Brown, M., Goldin, I., 1992, the future of agriculture: developing country implications, OECD Publishing, ISBN 9264136282

Czinkota, M.R., Ronkainen, I.A., 2007, International marketing, 8th edition, Cengage Learning, ISBN 0324317026

Market-Based Management Principles
Vision

The foremost principle of market-based management is vision. The vision helps determine strategies the organization implements in creating long-term value in market and customer management. The success of a company in the market lies in institutionalization of strategies that create value (Block, Wood, & Barnett II 2002).

Vision, provides guidelines for the company on how to create sustained value and adaptability in the dynamic market. Vision outlines strategies a company should take to improve market and product development. Critical analysis of the vision by the organization provides ways the company can use to meet and carry out activities efficiently and effectively.

Individual talents and skills can be harnessed to make the organization a market leader in situations whereby the vision is a motivator to the employees. The institution of visions that are morally accepted by the organization can increase employees' loyalty and productivity. Having clear visions necessitates employees to ensure…...

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References

Block, W., Wood, S., & Barnett II, W. (2002). Austrian Economics, Neoclassical

Economics, Marketing, and Finance. Quarterly Journal of Austrian Economics, 51-66.

Hill, C.W., & Deeds, D.L. (1996). The Importance of Industry Structure for the Determination of Firm Profitability: A Neo-Austrian Perspective. Journal of Management Studies, 429-451.

Lewin, P. (1998). The Firm, Money and Economic Calculation: Considering the Institutional Nexus of Market Production. American Journal of Economics and Sociology, 499-512.

Contingency theory, which emerged in the 1960's ("Management History"), holds that a management practice or reaction to a situation must depend on a compatible fit between an organization and the individual situation itself:
It calls for fitting the structure of the organization to various possible or chance events. It questions the use of universal management practices and advocates using traditional, behavioral, and systems viewpoints independently or in combination to deal with various circumstances. The contingency approach assumes that managerial behavior is dependent on a wide variety of elements. Thus, it provides a framework for integrating the knowledge of management thought. ("Management History")

Most recently, various new management viewpoints and approaches have emerged to meet new and challenging workplace situations, and continue to emerge (Dixon; Jangla; "Management History"). Quality management emphasizes customer satisfaction through the guaranteed delivery of the highest-quality goods and services to consumers (Jangla). Reengineering, as a management and quality…...

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Works Cited

Barnard, Chester Irving. The Functions of the Executive. Cambridge, MA:

Harvard University Press (30th Anniversary Edition), 1968.

Chester Barnard." Wikipedia. Retrieved November 4, 2005, from: http://en.

A wikipedia.org/wiki/Chester_Barnard.html>.

Management Evolution
Evolution of Management

A Brief History of the Evolution of Management Principles and Models

The evolution of management theories and principles in modern management thought began in the late nineteenth century and advanced rapidly all through the twentieth century up until the present day. The need to define management and the role of managers became a vital part of production as well as the need to effectively complete many business functions. This led to the foundation of various management theories that were aimed at orchestrating different business functions in an environment where the separation of labor demand some level of coordination. Classical management theories focused on the best methods for assigning the labor of various individuals and there related tasks. This line of thinking was not only necessary, but evolved into a robust field of academic study as well as professional practitioners that specialize in management. This paper will provide an…...

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Works Cited

Deming, W. (2011, September 22). The Deming System of Profound Knowledge. Retrieved from The W. Edwards Deming Institute:  http://deming.org/index.cfm?content=66 

Mind Tools. (N.d.). Henri Fayol's Principles of Management. Retrieved from Mind Tools:  http://www.mindtools.com/pages/article/henri-fayol.htm

Other specific branches of management study have been developed for multinational enterprises (MNEs) and small and medium sized enterprises (SMEs).
Strategic management incorporates much of the work of previous management theorists, in particular including elements of organizational structure, motivation, organizational behavior and the definition of roles. In some respects, strategic management's focus on the human side derives most substantially from the Drucker tradition. Production management, conversely, remains focused on task. Systems such as Six Sigma and TPS follow on Taylor's theories about task specificity and optimization. There remains at this point in management theory there is a disconnect between these two types of management theory. Perhaps the future direction of management theory is to bring the two concepts -- production management and people management together to form a holistic view of the organization.

Most of today's management theories derive from the influence of Taylor, Drucker and other management thinkers of the…...

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Works Cited:

Cliff Notes. (2010). Classical schools of management. Cliff Notes. Retrieved May 27, 2010 from  http://www.cliffsnotes.com/study_guide/Classical-Schools-of-Management.topicArticleId-8944,articleId-8851.html 

NetMBA.com (2007). Frederick Taylor and scientific management. NetMBA.com. Retrieved May 27, 2010 from  http://www.netmba.com/mgmt/scientific/ 

McNamara, C. (no date). Brief overview of contemporary theories in management. Free Management Library. Retrieved May 27, 2010 from  http://managementhelp.org/mgmnt/cntmpory.htm

New York: Prager Publishers.
Marilyn E. Lashley, "Even in Public Television, Ownership Changes Matter," (Communication Research, 19:6 (December 1992), 770-86.

Ledbetter, James. (1997). Made possible by. . .: the death of public broadcasting in the United States. London: Verso.

Paletz, David L. (1998). The media in american politics: contents and consequences. New York: Longman.

Public Broadcasting Service. (2010). "About pbs." Retrieved from

Major Directives

Behind any successful non-profit organization is a set of governance principles, and the better instructed leadership is in these principles, the more effectively the organzation may fulfill its mission. Number thirty-one of Pointer and Orlikoff (2002)'s governance principles (p. 59-63) outlines the triple "core roles" of a board. In order to effectively govern the organization, a board must fulfill policy formulation, decision making, and oversight. These roles provide a focus for governance so that management has room to implement the major directives.

In my experience, sticking to these roles would have…...

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Works Cited

Pointer, D.D., & Orlikoff, J.E. (2002). The high-performance board. San Francisco: Jossey-Bass.

Lifeline Management
Principles and Theories

Stark (2004) discussed the transformational elements present in the state of leadership in his article. This article attempted to strike a balance by understanding leadership as more of a state of mind than a state of action. Five major conclusions were highlighted in this reading. The first suggests that strong and positive organizations are direct reflections of the collective state of the workers of that organization. The next suggests that leadership is not related to power and is a state of being. The third conclusion the author discussed that the fundamental state of leadership is results driven. The fourth conclusion mandated that leaders need to experience deep and serious change to enter a state of fundamental leadership. The fifth conclusion suggested that change is contingent upon the leadership's ability to accept and engage in change.

Lawler & n Golden's (2003) article embraced the idea of organizational change by…...

This concept originated with the principles of Total Quality Management (TQM).
The notion that only managers play a role in controlling work activities is based on two false ideas. One is the antiquated notion of totalitarian management. Modern management does not follow this style, as it is often not consistent with organizational objectives. The second false idea is that the manager can control the employee at all times. In practice, managers merely provide instruction and guidance with respect to work activities. Employees often devise their own ways of performing different tasks, and it would be near impossible for management to control this. Thus, employees do exert some control over work activities.

Q3. Operations management can be applied to any managerial function.

Operations management techniques are based around analysis of processes. Control is merely one aspect of the role, even within the operations setting. In fact, operations management also consists of process design,…...

A surprising number of factors contribute to church leadership.  While many people think that either knowledge of religion or adherence to religious principles are the two most important characteristics in a church leader, they are often secondary to actual leadership characteristics.  Servant leadership has served as a model for the ideal Christian leader, both in and out of the church, but on its own is not enough to be an effective leader for the church.  Leaders have to incorporate some other management principles to be truly effective. 

Church Leadership Essay Topics and Essay....