at Coca-Cola 8/16/2013 1. What is Coca-Cola’s staffing policy for managerial position: ethnocentric‚ polycentric‚ or geocentric? Does this policy make sense? I believe Coca-Cola’s staffing policy for managerial positioning is primarily polycentric; however‚ I also believe it involves many characteristics of both ethnocentric and geocentric staffing policies as well. According to Dowling‚ et al‚ a polycentric staffing approach involves the multinational enterprise treating each subsidiary as a distinct
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international companies/local companies * ethnocentric (home-country oriented) An ethnocentric firm views the business from the perspective and values of the home country. Policies and practices are likely to be designed by home-country nationals with little or no variation for international operations. Ethnocentric oriented international companies believe that anything worked at home must also work abroad. For example: Nissan using ethnocentric orientation during its first few years of exporting
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others.The ethnocentric attitude is found in many companies that have many nationalities and culture groups working together. It is a natural tendency for people to act ethnocentrically because it is what they feel comfortable with.IT is based on past experiences and learned behaviors and norms. The ethnocentric attitude is seen often when home nationals of various countries believe they are superior to‚ more trustworthy and more reliable than their foreign counterparts. Ethnocentric attitudes are
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International Business‚ 14e (Daniels et al.) Chapter 20 International Human Resources 1) Why is management of international human resources more difficult than directing human resources at the domestic level? A) the complications that arise from political‚ cultural‚ legal‚ and economic differences between countries B) the challenge posed by managers in other countries that aim to achieve global objectives for the company no matter the costs imposed on national objectives C) the greater similarity
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Differences Between the Company and the Foreign Cultures Shadow (何莹影) Student ID: 201030500489 School of Business Administration South China University of Technology Question 2: Would you describe Green’s and Martin’s attitudes as being ethnocentric‚ polycentric‚ or geocentric? What factors do you think have influenced their attitudes? Abstract Hydro Generation (HG)‚ a U.S. based company built the power plant in Uganda which was its first project in Africa. James Green‚ vice president of HG‚ employed
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staff in foreign subsidiaries. Heenan and Perlmutter identified approaches to manage foreign subsidiaries which are‚ ethnocentric‚ polycentric‚ geocentric and regiocentric. In this part we will examine the connection between this approaches and staffing practices as well as the advantages and disadvantages of this differents approaches. The first approach is called ethnocentric. Employees from headquarters base it on the occupation of a key position. It is assumed that expatriates can manage subsidiaries
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International Staffing Policies Ethnocentric is a staffing policy that is used in companies that has primarily international strategic orientation. This policy is generally adopted by headquarters by sending employees from the home or parent countries to the host country. This approach is used best in some situations such as‚ a team is sent from the home country to help setting up a new plant as well as train subsidiary personnel to use new system. The benefit of having staffs from home country
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Essay «International business strategies and HRM strategies» Made by: Saint-Petersburg 2012 Table of Contents Introduction 3 International Business Strategies 5 Human Resource Management Strategies 8 Conclusion 10 References 11 Introduction Internationalization today is one of the crucial strategies of many companies throughout the world. During the process of going global companies are trying to extend their business on the overseas markets by searching new customers‚ acquiring
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The company wishes to start its operations abroad ought to choose the character of this subsidiary and the way it is going to be managed. Perlmutter (1969) comes out with the concept of four styles of managing abroad. Ethnocentric subsidiary is managed mainly by home country nationals‚ with the home country language and culture. Therefore‚ the recruitment for majority management positions takes place in home country (Muijen et al 2000). For example‚ the unwritten policy of Ikea is that CEO of any
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INTERNATIONAL BUSINESS Distinguish between Ethnocentric and Polycentric Human Resource Management policies used by Multinational Corporations‚ clearly outlining the advantages and disadvantages of each. ETHNOCENTRIC POLICY The ethnocentric staffing policy refers to the strategy of a multinational company to employ managers for key positions from the parent headquarters instead of employing local staff. In the ethnocentric approach‚ the cultural values and business practices of the home
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