The population of a country and its economic growth is closely interlinked with the attainment of economic development; a country must consider its human resources both from the angle of assets and liabilities. That proper utilization of natural endowments and the level of production of national wealth depend very much on the extent and efficiency of human resources, but too much of population will again eat up all the fruits of developments. From the point of view of economic welfare it is quite essential to study human resources in detail at the same time it should be stressed human beings are the vital instruments of production. The fruits of all economic activities are rested on the betterment of conditions of living of human being. The human resources are playing a vital role in attaining economic development of country. The economic development of country involves proper utilization of its physical resources Continue reading
International Business
International Business Management deals with the maintenance and development of a multinational operation across national borders, whose manager has the knowledge and the skills to manage and handle cross-cultural processes, stakeholders and business environments in a right way.
Benefits and Costs of Foreign Direct Investment (FDI) to Host Country
Foreign Direct Investment plays an important part in global entrepreneurs and businesses. The FDI can easily provide a firm with new business environments and markets, cheaper production facilities, usage chances of newest technologies, cheaper financing and skills. There is an significant difference between FDI and foreign portfolio investment (FPI). Foreign portfolio investment means investing of individuals, companies, or policy makers of a nation in foreign fiscal tools (for example government bonds, foreign stocks) making an important wealth piece in a foreign entrepreneurship is not involved. There are two strategic kinds of FDI: Horizontal foreign direct investment : If FDI is made in way which in same sector as a company have activity in at home. Vertical foreign direct investment: If a company or multi national establishment (MNE) supplies production resources for a company’s local transactions, or this kind of foreign direct investment can take place with selling the final product Continue reading
Porter’s Model of the Five Competitive Forces
The nature of competition in an industry in large part determines the content of strategy, especially business-level strategy. Based as it is on the fundamental economics of the industry, the very profit potential of an industry is determined by competitive interactions. Where these interactions are intense, profits tend to be whittled away by the activities of competing. Where they are mild and competitors appear docile, profit potential tends to be high. Yet a full understanding of the elements of competition within an industry is easy to overlook and often difficult to comprehend. Porter’s Competitive Forces Model is one of the most recognized framework for the analysis of business strategy. It is based on the insight that a corporate strategy should meet the opportunities and threats in the organizations external environment. Especially, competitive strategy should base on an understanding of industry structures and the way they change. Porter’s Competitive Forces Model Continue reading
Developing a Global Management Cadre
Global management of business is increasingly important to almost all business firms today as they extent their business operations globally. As the international business of a firm increases, the firms must be managed globally. This confronts managers with many new challenges, including coordinating production, sales, and financial operations on a worldwide basis. As a result, companies today have pressing international HR needs with respect to selecting, training, paying and repatriating global employees. Inter-country differences affect a company’s HR management processes. Cultural factors suggest differences in values, attitudes, and therefore behaviors and reactions of people from country to country also change. Differences in economic and labor cost among countries are also important and will help to determine whether human resources emphasis should be on efficiency, commitment, or some other factors. Industrial relations between the worker, the union, and the employer influence the nature of a company’s specific HR policies from country Continue reading
Global Division Structure of MNE’s
Global Division Structure or International Division Structure of an Multinational Enterprise involves vesting the responsibility for total management of global business activities with one designated division or department called Global Division. Globally specialized personnel are placed in charge of the division to handle the diverse matters as export/import negotiations, export/import documentation, foreign-exchange transactions, relations with foreign governments, foreign subsidiaries personnel management, foreign market promotion, etc. Most MNCs in their initial stages of globalization employed the ‘Global Division Structure’ covering certain regions of the world to supervise the functions in those regions. But conflicts could arise between the functional heads and the heads of the global division. Following figure gives a simple model of Global Division Structure. Randall S. Schuler, Peter J. Dowling, Helen De Cieri in their research paper in Journal of Management, Summer, 1993, observed that in the case of the Global division structure (design) the MNE basically adds Continue reading
Global Product Division Structure of MNE’s
Global Product division structure contains the functions necessary to the specific goods or services a product/service division produces. The parental organization has headquarters divisions for different major product categories with respective resources, human and others. Overseas subsidiaries producing a particular product or class of product have to report to headquarters division responsible for that product or class of products. Global Product Division Structure locates manufacturing and value creation activities in appropriate global locations to increase responsiveness to competitive opportunities, efficiency, quality, or innovation. Global product divisions are responsible for Global Product Design and operate in divisional, cluster, or holding company formats. Global Product divisions have little in common. They are highly independent of each other. Following figure gives a simple model of Global Product Division Structure. Ford adopts this structure, abandoning its Global Geographic Structure. Today most of the multinational enterprises with their diverse acquisitions world-wide have diverse product portfolios. Continue reading