The respondents comprise the management, middle- and low-level management staff of a global organization. Confidentiality is afforded the respondents.
The values of the particular group of people are one form of influence on the organizational culture. There are two cultural systems present in a global organization, but are essentially separate: the national culture and the corporate or organizational culture.
Cultural differences are present in global organizations. Most low-rank employees can be recruited in the country where business is built. These people have their culture apart from the culture in the organization which in turn forms another culture.
Managers and employees working in an international environment are obviously subject to the impact of multi-country, regional and global change and dynamism than managers in a single-country operation.
Managers should be fully aware of the culture’s values and what behaviors or actions those values support in order to take advantage of an existing cultural system. Employees and managers should develop a deep understanding of how organizational values operate in the firm.
The study of multi-cultural influences in an organization is a concern of International HRM. Multiculturalism is an outcome of globalization. These organizations are global in context; meaning their operation, corporate set-up, orientation, are internationalized.
The process of decision-making, including strategic decision-making, is clearly influenced by cultural factors. The collection of information, its interpretation, the dynamics of the group making the decision and the contextual constraints under which decision-makers work are all influenced to a greater or lesser degree by the culture of those involved. (Cray & Mallory, 1998, p 71)
Communication failure between expatriates and local employees may arise from a number of factors, such as differences with regards to cultural adjustment ...
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The essay discusses the factors that contributed to the success in the construction of this major building project. The Scottish Parliament Building in Edinburg was designed as a parliamentary complex meant to house 129 members of parliament and close to 1000 civil servants and staff. This building was a very serious project because it aimed at creating a poetic union between Scottish landscape, its culture and its people.
This paper explores project management discipline in the context of the construction project, Scottish Parliament Building located at Edinburgh. The building was designed in 1998 by Enrich Miralles, one of world’s renowned architects, the project was estimated to cost $75 million but it was completed in 2004, after six years six years at a cost of about $830 million.
This requires the hiring of competent project managers who will conduct a good and successful project management. By definition, project management refers to the discipline of securing, planning, organizing and managing available resources with an aim of achieving a successful completion of a project and the attainment of its goals and objectives (Bjarne 2007).
The importance of logistics increases greatly when the main purpose of the project is to deliver food and basic aid to individuals suffering from malnutrition and poor living conditions (Thomas, 2003). Logistics basically encompasses a number of processes and methods to ensure a smooth flow of materials and resources from a place where they are manufactured or produced to the area or place where they are needed.
ct development from start to finish.1 Project management techniques are applicable to all types of projects and these techniques or methods not only make it easy for the project managers to control all phases of project management effectively but also these methods are widely
The techniques are composed of established strategies or doctrines that can be tailored and applied to a specific situation. In project management, these strategies could be a list of tasks to be consummated, a definite approach, outlines, methods, and even
t scope, budgeting cost of the project, scheduling deadline, maintaining quality throughout the project deliverables (Kerzner, 2013; Cooke-Davies and Arzymanow, 2003). Organizations use ‘The Portfolio, Programme, and Project Management Maturity Model (P3M3)’ to assess
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