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COVER
STORY
Global
Human Resources Management : Maneuvering Cultural Currents
-- K Mallikarjunan
Global
HR Management means establishment, development and management
of HR relationships beyond the borders of the country. It
is the art of dealing with people across cultures. But culture
itself is a product of thoughts and practices of people. Hence,
to manage people across cultures is a skill in itself; the
complexities involved will be clear when one recalls an anonymous
quote: "People have one thing in common: they are all different."
Evidently, Global HRM is not a simple bundle of conventional
functions like recruitment, promotion, dovetailing workforce
responsibilities, or ensuring satisfactory levels of wages
and compensation. It calls for astute, psychological gambits
and maneuvers.
© 2007 IUP . All Rights Reserved
COVER
STORY
Culture
Compatibility : The Way Forward
-- Radha Mohan Chebolu
The
management of a globally competent workforce certainly demands
that leaders have an organizational vision and an attitude
that are in line with culture. As such, the propagation of
`culture compatibility' as the vital ingredient of Global
HRM acquires a logical justification based on many psychological
parameters. This article looks at the imperativeness of culture
compatibility which is applicable to the fast-emerging trans-national
corporations that demand a `culture agenda'. It also draws
attention to the much-needed `culture management' in organizations.
© 2007 IUP . All Rights Reserved
COVER
STORY
Status
of Women and Minority Workers : Global HR Perspective
-- Debdatta Gupta and Subhasree Basu Roy
The
renowned economist Lester Thurow, Lemelson Professor of Management
and Economics at the Massachusetts Institute of Technology,
recently said, "Great challenges lie ahead and our economic
future is at stake. Organizations cannot compete in a global
environment without using women." In this light, the article
attempts to capture the post-globalization changes brought
about in the status and opportunities on offer to women and
minority employees in global companies. Further, the article
highlights the glass ceiling concept and how the global corporate
giants are battling it out.
© 2007 IUP . All Rights Reserved
VIRTUAL
TEAMS
Managing
a Virtual Team : Challenges and Scope
-- Diganta Chakrabarti
A
Virtual Team has become an essential feature of global knowledge
economy. It has some distinctive features which separates
it from a traditional team and requires some customized management
practices. This article tries to highlight a few issues regarding
the composition, functioning and management of a Virtual Team.
© 2007 IUP . All Rights Reserved
ORGANIZATIONAL
CULTURE
Theft
by Employees : A Workplace Issue
-- Sumati Reddy
It is time employers paid more attention to the issue
of employee theft at the workplace as it can have a damaging
effect on the company's bottom line and lead to negative publicity.
The article provides a background on the motives of employee
theft and the nature of steps that organizations can take
to prevent theft from occurring in the first place. Building
an ethical work culture plays a crucial role in creating a
climate of honesty and deterring employees from engaging in
deviant workplace behavior.
© 2007 IUP . All Rights Reserved
LEADERSHIP
Transformational
Leadership : An Introduction
-- E Mrudula
Transformational leadership signifies an important style
of leadership that helps an organization in developing and
achieving its vision. It also plays a vital role in effective
transformation of an organization. Though this sort of leadership
has been existing for long, it has gained prominence only
in the last two decades, with many eminent companies practicing
the same. This article examines seven different principles
of transformational leadership and makes a reference to Burn's
leadership theory. It also provides examples of companies
and leaders practicing this kind of leadership.
© 2007 IUP . All Rights Reserved
HUMAN
CAPITAL
Human
Capital Measurement : Second-Tier Measures
-- K Sangeetha and Smitha Das
Effective
human capital performance in an organization enables its success
and ensures shareholders' profit maximization. Organizations
that have installed systems for human capital management and
measurement have an excellent workforce performance and Return
on Investment (ROI) in a consistent manner and gain a distinctive
competitive business advantage in the global marketplace.
In a nutshell, the underlying principle behind the success
of any global organization is effective management and measurement
of its human capital, which leads to productivity, innovation
and profit maximization.
© 2007 IUP . All Rights Reserved
ORGANIZATIONAL
BEHAVIOR
Three
Mishaps : Beware or Perish
-- Ashis Roy
The HR of most organizations in modern times is prey to
three forms of mismanagement viz. misplacement, miscommunication
and mistreatment. Generally, in an autocratic form of management,
these three behemoths sap the vital energy of HR in an organization.
In order to ensure smooth-sailing progress, every organization
should detect these three mishaps at an early stage and take
necessary steps to defend itself. The management should know
that a warm superior-subordinate relationship works wonders
for the organization.
© 2007 IUP . All Rights Reserved
ORGANIZATIONAL
CHANGE
Change
Management : Survival of the Fittest
-- Kunal Gaurav
The competition among companies is at an all-time high.
Companies are brazing themselves to changing situations by
meeting customer demands in order to survive. They have to
deal with change in all its dimensions-technological, personal
and organizational-to ensure success in the long run.
© 2007 IUP . All Rights Reserved
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