Assignment 3: Globalization

Directions:

Think about what you have read and seen in the news on globalization. Consider the fact that the clothing we wear, the cars that we drive, the cell phones we use to communicate and the computers we use to work, are each likely to have been manufactured in whole or in part in different parts of the world. While there are still companies and firms that maintain local and national borders, it is almost unheard of in the 21st century that an industry does not maintain an international strategic position.

From an executive’s position, identify and explain at least three challenges and opportunities that might face an international executive over the next five years. Provide possible solutions of how the executive might address these issues in order for their firm to maintain a competitive advantage.

Prepare a 4-6 page paper that describes the impact of globalization on U.S. businesses. In your analysis, please include information about the impact of at least four economic drivers that might impact globalization.

Submit your assignment to the W1: Assignment 3 Dropbox by Wednesday, April 23, 2014.

 

Assignment 3 Grading Criteria	Maximum Points
Explained at least three challenges and three opportunities that might face an international executive over the next 5 years	30
Described possible solutions of how these situations could be addressed to increase a firm’s competitive advantage.	30
Analyzed the impact of at least four economic drivers which might impact globalization	30
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; displayed accurate spelling, grammar, and punctuation.	10
Total:	100

THIS IS MANAGERIAL ACCOUNTING. NO NEED TO WRITE AN ESSAY… JUST THE EXCELL SHEET ON THE BOTTOM OF THE PAPER.

Can someone do a 750 word article critique in APA format on the following? cornell HR review TALENT MANAGEMENT IN A TURBULENT WORLD Winnie Kwan How does an HR practitioner manage a company’s talent pipeline through a period of social, economic, and environmental volatility? Last week, Hugh Mitchell, Chief Human Resources & Corporate Officer of Royal Dutch Shell plc, discussed this issue with students and faculty at Cornell University’s ILR School as part of the CAHRS Executive Guest Lecture Series. Mitchell argued that organizations needed to develop stronger, longer-term employment strategies in response to unstable periods of recession and growth. According to Mitchell, organizations are confronted with an ever-growing amount of “discontinuities.” He cited the Enron scandal, the 9/11 attacks, and the Gulf of Mexico oil spill as examples of disruptive events that have heightened consumer anxiety over business. Furthermore, these discontinuities fostered expectations for more extensive government intervention and regulation within the economy. In response to such fast- changing economic landscapes, firms need to foster their HR teams into steadfast sources of support for their core business. Shell, for instance, has established training programs at business schools in the United States and Europe to bolster employee understanding of areas outside of HR such as marketing, strategy development, and client analysis. Cultural and environmental training at specific sites is available as well to better equip HR with the necessary knowledge to confront external challenges. While operating in such turbulent and cyclical industries, HR teams should also focus on long-term, probabilistic modeling, which would advance them in the bidding war for talent. Mitchell laid out the following tactics as key components in Shell’s HR planning: Focus on “non-commodity talent.” Certain individuals are “commodity talent.” Sales teams, for instance, exhibit transferable, “commodity” skill sets and can be taught industry-specific practices. Companies should grow internal pools of “non- commodity” talent, such as individuals with technical expertise specific to a sector. Investments in “non-commodity” skills would build a steady pipeline of talent and minimize reliance on the labor market. Grow talent through experiential learning. Shell nurtures role development through providing staff with short, broadening rotations; international assignments; accredited professional learning programs; and global leadership training. With employees in over 100 countries, HR leaders at Shell need to be capable of collaborating with global business leaders to acquire and manage talent in an array of economic climates. In addition to the wealth of staff development programs at Shell, Mitchell stressed the importance of on-the job learning and sending employees out into the field early on in their careers. Establish a mechanism for spotting future leaders. Shell utilizes a transparent ranking system of employee potential and performance. Skill pool managers help oversee competence assessments for individuals from their own disciplines. Partner with local stakeholders. When setting up in an emerging market, start slowly and partner with local players. Mitchell emphasized the importance of proceeding with humility and adapting diversity initiatives to each local environment. Engage in scenario planning. HR teams should explicitly define potential risks in different situations and outline their possible collective impact on workforce planning. This practice will prevent assumptions of stability and feelings of complacency while keeping the organization flexible in the face of change. It is becoming increasingly difficult for organizations to establish a sense of constancy in a world of growing unpredictability. However, through future-oriented mapping techniques such as those that Mitchell described, organizations will be able to mitigate external risks by making robust investment decisions regarding their talent development. א Winnie Kwan is a student at Cornell University, pursuing an MILR at the School of Industrial & Labor Relations. She serves on the editorial board of the Cornell HR Review. 2 © 2010 Cornell HR Review Copyright of Cornell HR Review is the property of Cornell HR Review and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.

If you were the director, what changes would you have made when directing the film version of “Harrison Bergeron?”