Current Issues in Management: Coursework

Current Issues in Management
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Current Issues in Management
Globalization ranks among the most disruptive forces in contemporary society. The course on globalization dates back to the Great Depression of the mid-30s as people and nations sought to recover from the massive economic crisis (Peicuti, 2014). This phenomenon has gone to become an influential metric in modern economics and supply chain systems. The modern degree of globalization shows an exponential increase in the flow of people, commodities (goods and services), capital, cultural values, ideas, and information (Awdel and Saadi, 2020). Today, globalization is a major attribute of the global economy, which explains why many firms are keen on integrating the ensuing dynamics from globalization.
Firms and their management are compelled to undertake related steps to guarantee their survival in a ruthless marketplace. Global managers are faced with major predicaments that arise with a competitive, global landscape leading to their strategic mantra that the world is flat (Friedman, 2007). Friedman highlights that the changes thereof have compelled global managers to be and remain more competitive. Nonetheless, the knack to retain a certain degree of flexibility in decision-making has been relatively maintained. Global managers at times appear to lack the quality needed in global-related decisions. To this end, the report will use Halma Corporation of how globalization has influenced a company's managerial aspect relative to environmental flatteners such as open sourcing, intra-organizational flatteners, and inter-organizational flatteners.
The need to develop a global decision-making model has become one of the most prominent needs among many multinationals, given the degree and frequency of changes happening daily. Such a model would enable them to be proactive to the changing needs instead of reactive. The global manager has major responsibilities, which consider various things to be managed, including the individual, group, environment, and task. The reference theory highlights the global manager as a major character because they possess the risk/return ratio of their decisions from a global context (Fiegenbaum et al., 1996). Developmentally, the organization is aware of the challenge in determining the global skills for managers. Thus, they have tasked their human resource departments in evaluating, developing, and testing new ways of learning how to effective in a global context. Human resource management has realized the importance of creating a new crop of global leaders (of different cadre) by integrating training programs whereby they get acquainted with the predominant nuisances of cultural novelty. Thus, they have enhanced capabilities to handle the ever-changing overseas markets. In this regard, the global managers' decision-making skills are assessed to make them more proficient. A substantive model of this type is highly likely to bring a much more efficient global manager. However, it is essential to articulate the implementation of such a model in a modern environment.
Britons must be pleased when a company of its roots grows to become a multinational because it is a source of pride. Halma Corporation is a popular firm that carries the tag of Britain's most admired company. This label indicates the pedigree of the relationship that exists between the company and its customers. Moreover, it is proof of the company's proficiency in delivering products (goods and services). The most fundamental goal that the company conveys to its workers is that of sustainability. Halma is a global company that specializes in life-saving technologies, which is a sensitive industry. Therefore, if the company can adopt and share a sustainable growth model with everyone, it can deliver positive results. Employees are infused with the company's purpose, culture, strategy, and business model. Developing the global mindset is earmarked as a potential global managers' response to global flatteners. The global mindset enables employees to make relentless efforts in determining every global consumer's needs. Besides, narrowing their niche to specific operations such as manufacturing a plethora of safety, environmental and medical devices enhances their reputation in these specific commodities. Such products include gas detection, water purification technology, security locks, and instruments used in cataract operations. These are unique complications, which means that global managers focus on which data attributes to collect domestically and internationally. Still, the company is headquartered in Buckinghamshire, which has been its home for over five decades (Gale, 2020). Therefore, human resource has ensured that those working in the business are exceptional individuals and committed to the cause. The company's portfolio to Jordan where it is participating in the providence of water to drink. Other extensions can be found in its central tracking technology applied in the cold chain logistics for Pfizer's Covid vaccine (Reuters Staff, 2016). Open-sourcing or even sharing code in related partnerships is a major step in elevating the discipline's epistemology. These are major lofty tasks that Halma has performed and deserves the credit coming along the company's way.
The development of dynamic capabilities is another method through which global managers cope with the transitions, particularly with the intra-organizational flatteners. Dynamic capabilities have been offered minimal attention, although it turns out to have a major factor in shaping an organization's success. A study among 256 Chinese manufacturers showed that employed efficiently, dynamic capabilities guarantee the success of the entire network and proliferate to product innovation (Jiang et al., 2019). The dynamic capabilities theory endears to examine related companies' capabilities to handle the prevailing conditions while achieving evolutionary fitness in almost all of the contextual circumstances (Petricevic and Teece, 2019). In this case, the framework allows the global manager to remain connected to the structure, decision processes, and managerial actions. To this end, Halma divided their broad market areas into three categories, namely safety, environment, and health. The clarity meant that the firm would direct all of its resources to the development of related technologies. The job demands-resources (JD-R) model outlines that employees are highly engaged whenever they have the resources to accomplish their organizational responsibilities (Zablah et al., 2012). In such circumstances, employees are motivated and inspired to achieve the best version of themselves (Schaufeli and Taris 2014). Natural expressions of this type are at times intrinsic as a person wants to attain the feeling of achievement. This position explains the company's insistence on major organizational genes such as purpose-driven, agility, talent, and global niche specialists as major operational aspects and investment for the future and structured growth as financial steps ("Who we are," 2021). Lastly, in understanding their core specifications, they can refine their supply chain to ensure smoother operations.
Many organizations have adopt...