7OS05 Managing People in an International Context

7OS05 is a CIPD level 7 discovery. Managing People in an International Context aims to provide learners with knowledge on how to be more effective in a cross-cultural environment. When companies expand their scope and activity across international borders, they run the danger of encountering considerable hurdles and complications. Due to their cultural and institutional differences, many countries have diverse people management approaches. As a result, this unit aims to assess the motives and strategies that organizations utilize to operate and trade abroad. It also examines the many types of international commercial operations and the ethical and practical challenges that occur in international organizations from the standpoint of people management.

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What you will learn

This lesson is designed to give the learner experience with people management in internal organizations. As a result, the student will better understand how firms trade, function, and expand globally. The student will also learn about the numerous ethical issues that arise in international management and employment. The learner will also comprehend why and how people management approaches vary from country to country and area to region worldwide. In addition, the student will obtain knowledge of the most common staffing tactics used by international organizations. This knowledge will assist the learner in appreciating multinational corporations’ employment plans and how to manage expatriate employees in global organizations. Finally, after completing this subject, the learner will learn how to manage people in an international setting.

This unit is suitable for persons who

This unit is required reading for the following individuals:

• Work in an organization where they are responsible for executing human resource policy.
• Have completed the CIPD Foundation Diploma in Human Resource Practice and wish to pursue a career in human resource management.
• Are you a senior people practitioner looking to expand and deepen your ability, knowledge, and abilities to have a greater effect on strategy, policy, and people?
• Are pursuing a professional qualification in human resources (HR) or learning and development (L&D) management to further their career.
• A desire to expand their autonomy, influence, and judgment to strategically lead and drive organizations and their employees.

Learning outcomes

After completing this module, learners will be able to meet the following primary learning outcomes, which are further divided into sub-categories. In addition, the student will be able to comprehend the following learning outcomes:

• Recognize the main strategic and contextual forces driving global corporations’ human resource management (Learning Outcome 1).
• Recognize how and why people management approaches differ in different countries and regions worldwide (Learning Outcome 2).
• Be able to manage international organizations’ staffing and employment procedures (Learning Outcome 3)
• Gain an understanding of how to manage people in global environments successfully and long-term (Learning Outcome 4).

What are the entry requirements?

For an expert level qualification, the unit contains several formal criteria that vary by institution, while others apply to all students enrolled in the unit. Most schools have developed diagnostic methods to ensure that candidates possess the necessary qualifications to pursue a degree in Managing People in an International Context (7OS05). For example, some colleges require candidates to be at least 18 years old on or before July 1st of the academic year they wish to enrol. Furthermore, before enrolling students in a course, most colleges conduct interviews with them.

In most cases, universities need candidates to have a basic command of the English language to enrol in a course. Some, for example, demand candidates to have a C/4 or higher in English at GCSE. On the other hand, institutions follow the CIPD guideline to seek counselling before enrolling in the program if English is not their first language. Some colleges need IELTS 6.5/ESOL Level 2 or an equivalent for students who speak English as a second language. On the other hand, other institutions prefer to analyze circumstances on a case-by-case basis.

Most, if not all, institutions need candidates to have a bachelor’s degree, CIPD level 5 certifications, and to be engaged in a human resource capacity currently or previously. Others require a Level 6 Bachelor’s degree (Hons) in a human resource-related discipline from applicants. Candidates must, however, have extensive experience in human resources tasks as a minimum requirement. Significant strategic human resource expertise may be accepted instead of a degree in exceptional circumstances, but this is subject to review. These tests ensure that students effectively finish and comprehend the units and literacy requirements.

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7OS05 Assignment Example

Assignment Task 1: Analyze The Different Ways In Which Organizations Operate, Trade, And Expand Overseas, Discussing The Ethical Issues In The Field Of International Management And Employment.

Organizations can operate, trade, and expand internationally in various ways. Setting up a physical presence in another country, such as a subsidiary or branch office, is one option. Exporting goods or services to other nations is another approach to expanding worldwide. Finally, corporations can form joint ventures with overseas partners or purchase foreign companies.

It’s critical to think about the ethical implications of expanding globally. When establishing a physical presence in another country, it is critical to respect local rules and regulations. Respect for the cultural norms and values of the country with which you are doing business is also essential. Failure to do so can lead to misunderstandings and conflict.

Various ethical concerns can arise when it comes to international management and employment. Questions of cultural relativism are one such issue. This refers to the belief that diverse cultures have moral codes and ideals that should be respected even if they are different from ours.

Another point to consider is the subject of human rights. This encompasses freedom of expression and assembly and the right to equal treatment in the workplace. It can be tough to navigate these waters when doing business in other nations, but it is critical to remember that these rights should always be honoured wherever possible.

Finally, there’s the issue of exploitation to consider. This describes circumstances in which one party takes advantage of another to gain an advantage. For example, this might happen in the workplace if an employee is paid less than the minimum wage or does not receive enough benefits. It can also happen when businesses exploit natural resources in other countries, frequently at the expense of local people.

Assignment Task 2: Learn How And Why People Management Practices Vary Between Different Countries And Regions Around The World.

There are various reasons why people management approaches differ from country to country and area to region. Cultural differences are one of the reasons. For example, in some cultures, criticizing someone in public is considered impolite, but it is seen as a sign of respect by others.

Another factor is that different countries’ legal and regulatory environments can differ significantly. For example, it is illegal in some nations to fire someone without cause, whereas it is completely permissible in others.

Finally, how people conduct business differs from one country to the next. For example, face-to-face discussions are common in some nations, whereas e-mail and telephone negotiations are more common in others.

When doing business in different nations, it’s critical to be aware of these cultural differences. You could make an expensive error if you are unfamiliar with the local norms and habits. However, it’s also crucial to keep in mind that what works in one country might not work in another, so you’ll need to adjust your people management strategies accordingly.

Assignment Task 3: Focus On The Staffing Of International Organizations, Effective Management Of Expatriate Staff, And The Major Alternative Staffing Strategies Which International Organizations Follow:

There are several aspects to consider while staffing a multinational organization. One of the most crucial considerations is the type of work that must be completed. For example, if the organization is doing humanitarian assistance, it will need to have personnel on the ground in the afflicted areas. If the organization is a business, it may need to hire employees from several nations to help it run its operations.

Another crucial consideration is the organization’s size. If it grows large enough, it may need to hire people worldwide to help with its operations. If the company is tiny, it may require a few workers who can work remotely.

Depending on the organization, the type of personnel hired may also differ. It might, for example, recruit locals who are familiar with the local culture and language or expatriates who are comfortable with doing business in many nations.

When it comes to staffing their operations, international organizations might employ various tactics. One method is to hire people familiar with the area’s culture and language. This can be advantageous because they can supply useful information about the local market. It can, however, be costly, as local employees often demand a greater compensation than expatriates.

Another option is to hire ex-pats who have experience doing business in various nations. This can be advantageous because they can supply useful information about the local market. However, it can be costly, as ex-pats frequently demand more compensation than local employees.

A third method is to hire people who can work from home. This can be advantageous because it saves the company money on office space and other expenses. However, managing remote employees can be difficult, and fostering a strong team spirit can be difficult when everyone is working from various locations.

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Reference

For students interested in pursuing this course, there are a variety of publications available. Here are a few examples that institutions across the globe extensively utilize.

Amis, J. M., Munir, K. A., Lawrence, T. B., Hirsch, P., & McGahan, A. (2018). Inequality, institutions and organizations. Organization Studies, 39(9), 1131-1152.

James, P. (2019). Major figures in the field of global studies. In The Oxford Handbook of Global Studies (pp. 50-70). New York, NY: Oxford University Press.

Lavelle, J. (2018). 13: International Human Resource Management. Human Resource Management, 252.

Lizier, A. L., & Reich, A. (2021). Learning through work and structured learning and development systems in complex adaptive organizations: ongoing disconnections. Studies in Continuing Education, 43(2), 261-276.

Mishra, P., Shukla, B., & Sujatha, R. (2021). Human Resource Management for Organisational Change: Theoretical Formulations. Routledge.

Mulvie, A. (2021). Learning and Development for a Multigenerational Workforce: Growing Talent Amongst Age Diverse Employees. Routledge.

Rees, G., & Smith, P. (Eds.). (2021). Strategic human resource management: An international perspective. Sage.

Reiche, B.S., Harzing, A.W. and Tenzer, H. (eds) (2019) International human resource management. 5th ed. London: Sage.

Steers, R.M. and Osland, J.S. (2020) Management across cultures: challenges, strategies, and skills. 4th ed. Cambridge: Cambridge University Press.

Taylor, S. (2018) Resourcing and talent management. 7th ed. London: CIPD Kogan Page. [Forthcoming, 8th ed., December 2021.