Cisco Switches in China: The Year of the Manager

2017 ◽  
pp. 1-26
Author(s):  
Lynn A. Isabella ◽  
Gerry Yemen
Keyword(s):  
Organizational Behavior ◽  
Team Building ◽  
Work Force ◽  
Talent Management ◽  
Global Context ◽  
Protecting Intellectual Property ◽  
Development Center ◽  
E Mail ◽  
Management Issues ◽  
Senior Engineer

Jan Gronski, managing director of the Cisco China Research and Development Center (CRDC), and Ivo Raznjevic, engineering director, set out to establish a new R&D facility in Shanghai, China. This case focuses on the building of a culture through human-resource practices while describing such steps as securing an appropriate building, assembling a work force, seeking appropriate projects, developing managers, building teams, evaluating performance, protecting intellectual property, and managing growth. The case presents specific challenges that arise regarding talent management: How does a manager overcome dramatic cultural differences within a diverse workgroup? Should a local female employee be promoted from a test engineer to a development manager? How should Raznjevic help his newest manager through his first encounter with Cisco's ranking system? What action, if any, should Raznjevic take regarding a senior engineer who sent out a controversial e-mail? This material highlights organizational culture and offers an opportunity for students to learn to recognize and manage difference. The case could be taught near the end of a term to serve as a review of organizational behavior at a graduate level or in an executive education program focusing on issues of team-building, growing managers from within, and related talent-management issues in a global context.

Aligning talent management with approaches to equality and diversity

2010 ◽  
Vol 29 (5) ◽  
pp. 422-435 ◽  
Author(s):  
Lynette Harrisr ◽  
Carley Foster
Keyword(s):  
Public Sector ◽  
Work Force ◽  
Talent Management ◽  
Special Treatment ◽  
Line Managers ◽  
Content Type ◽  
Fair Treatment ◽  
Management Interventions ◽  
Recruitment And Selection ◽  
Skills Shortages

PurposeThe purpose of this paper is to examine the implementation of talent management interventions in UK public sector organisations.Design/methodology/approachThis paper draws upon the findings of a qualitative study of talent management in two UK public sector case study organisations.FindingsImplementing talent management was found to present particular tensions for public sector managers, particularly in terms of its alignment with well‐embedded diversity and equality policies and their own perceptions of fair treatment in the workplace. Despite an acknowledgement that the sector needs to attract, develop and retain the most talented individuals to achieve its modernisation agenda, interventions which require singling out those individuals for special treatment challenges many of its established practices for recruitment and selection, employee development and career management.Practical implicationsPublic sector organisations need to invest both time and effort into developing appropriate and relevant approaches to talent management, which take proper account of line managers' perceptions of fair treatment and established organisational approaches to diversity and equality.Originality/valueTalent management is a topic of growing interest from employers concerned about their work force demographics, specific skills shortages and the retention of high potential employees but the concepts that inform talent interventions are often unclear or are an uneasy fit with the beliefs and understandings about fair treatment of those who have to implement them.

Pyramid Globe Management Institute: working under a paternalistic leader

2020 ◽  
Vol 10 (3) ◽  
pp. 1-22
Author(s):  
Sanjay Singh
Keyword(s):  
Organizational Behavior ◽  
Leadership Behavior ◽  
Team Building ◽  
Development Program ◽  
Academic Program ◽  
Paternalistic Leadership ◽  
Mba Programs ◽  
Content Type ◽  
Academic Level

Learning outcomes The present case study would help readers to understand paternalistic leadership behavior with its underlying theory. Readers would be able to appreciate the nature of experiences employees may have while working with a paternalistic leader high on authoritarianism. This case study would motivate readers to work out appropriate strategies for working under paternalistic bosses. The teaching note sensitizes readers about the complicated relationship between paternalistic leadership and culture. Case overview/synopsis Pyramid Globe Management Institute (PGMI) is struggling to generate revenue. PGMI founder, Tugmanshu Lakhani, has to find out new sources of revenue to keep the institute functioning. He constitutes a team of three professors for starting a new academic program with a foreign university. The initial success of the team brings favor from the founder but jealousy from the colleagues reeling under job threat. High authoritarianism and interference of the founder create a problematic situation for the three professors. When the new program starts showing promising results, the founder gets apprehensive about whether the new course may hurt the enrolment in the flagship program of the institute. The authoritarian and erratic behavior of the founder had a demotivating effect on the team working for the new program. Some team members resign under pressure while three professors stay to ensure the launch of the program. The professors have to resolve the conflict between their commitment toward PGMI in a troubled time and a career uncertainty if they continue working for it. Anticipating no change in the behavior of the founder and an uncertain future with PGMI, three professors quit after the start of the new program. The founder may continue losing committed employees if he is unable to balance his authoritarianism with benevolence and moral behavior. It will create more problems for PGMI in the future. Complexity academic level This case can be used in organizational behavior, leadership and team-building courses in the regular Master of Business Administration (MBA) programs. The case can further be used in the executive development program, especially for analyzing the leadership problem in higher education organizations. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management science.

The Role of Culture in FDI in the PRC

2014 ◽  
Vol 5 (1) ◽  
pp. 37-45 ◽  
Author(s):  
Ramón J. Venero ◽  
Yunshan Lian
Keyword(s):  
Multinational Corporations ◽  
Direct Investment ◽  
Chinese Culture ◽  
Management Practices ◽  
Talent Management ◽  
Transaction Cost Theory ◽  
Republic Of China ◽  
Mode Of Entry ◽  
Management Issues

This paper examines the role that culture plays in Foreign Direct Investment (FDI) in the People's Republic of China (PRC). Using examples of inward FDI from mostly western Multinational Corporations (MNCs), the implication of Chinese culture, Transaction Cost Theory, and modes of entry are discussed. The authors suggest that the increase in, and the rate of direct FDI in the PRC (prior to the current worldwide economic crisis) raises important issues with respect to employment and talent management issues and organizations would be wise to consider the mode of entry and management practices if they are to be successful in China.

scholarly journals Workforce issues and their impact on projects: study on the Indian IT and ITeS industry

2013 ◽  
Vol 4 (1) ◽  
pp. 1
Author(s):  
Nasina Jigeesh
Keyword(s):  
Success Factors ◽  
Work Force ◽  
Customer Requirements ◽  
It Projects ◽  
It Industry ◽  
Dynamic Changes ◽  
Quality Cost ◽  
Steady Growth ◽  
Management Issues

Today’s information technology (IT) industry is facing challenges from different corners because of globalization, technological changes, market and economic fluctuations and dynamic changes in customer requirements.  A new stream of jobs has been emerging from time to time in the IT and IT enabled services (ITeS) industry.  People management is gaining more concern when compared to technology management.  Issues of recruiting right people with right and special skills, motivating them to improve their productivity continuously and retaining potential and productive people are becoming additional challenges to the success of IT projects by enabling the IT industry achieve steady growth and continue the ongoing projects without any interruptions or constraints.  The study focuses on the dynamics of human work force of IT projects and analyses the important issues of managing the manpower and their impact on time, cost and quality of the projects.   From the analysis of data collected through surveys in some big IT and ITeS companies in India, it was found that the issue of availability of human resources stood as the most significant issue in addition to showing highest impact on quality, cost and time of the IT projects.  In contrast, the issue of employees-oriented programs attributed lowest significance and showing least impact on the three success factors of IT projects when compared with remaining ones.

“The resource-based paradigm – a special emphasis on work- force capital as a competitive strategy in businesses”

2020 ◽  
Vol 7 (9) ◽  
pp. 251-261
Author(s):  
Hima Parameswaran
Keyword(s):  
Statistical Analysis ◽  
Change Management ◽  
Competitive Advantage ◽  
Latent Variables ◽  
Work Force ◽  
Talent Management ◽  
Organizational Strategies ◽  
Gain Sharing ◽  
Qualitative Survey ◽  
Mixed Approach

It is a known fact that organizational strategies have created a competitive advantage of organizations. However, this competitiveness can be achieved only with the proper deployment of human, physical, and organizational resources. A study on the resource-based paradigm, specifically on human assets, explores the significance of human involvement and human investment perspective in enterprises. In view of that, a mixed approach, with a quantitative and qualitative survey was conducted in randomly selected manufacture industries in the UAE. The statistical analysis, with the help of SPSS 20 confirms the correlation between this model with its latent variables, talent management and change management, towards a strategic move. Moreover, the results prove that this RBV can enhance the mobility of various resources in the organization, maintain a culture, uphold gain-sharing, and boost network opportunities for the organizational and individual competencies.

A sustainable collaborative research dialogue between practitioners and academics

2013 ◽  
Vol 51 (3) ◽  
pp. 566-593 ◽  
Author(s):  
Chun‐Yu Chen ◽  
Yen‐Chun Jim Wu ◽  
Wen‐Hsiung Wu
Keyword(s):  
Content Analysis ◽  
Organizational Behavior ◽  
Critical Role ◽  
Mail Survey ◽  
Three Dimensions ◽  
Collaborative Management ◽  
Business Policy ◽  
Content Type ◽  
Communication Processes ◽  
E Mail

PurposeThe purpose of this paper is to investigate the co‐production of knowledge and dialogic relationships via the collaboration between business practitioners and academic researchers.Design/methodology/approachThe motivations, expectations, communication processes, and final performance of those engaged in collaborative management research are explored by applying a two‐pronged methodology with a content analysis and an e‐mail survey. The authors conducted a content analysis on 136 articles identified out of a total of 2,029 articles from six leading journals during 2006‐2011 which fulfilled the criteria of being coauthored by both professors and practitioners. An e‐mail survey of six open questions was given to pre‐screened authors in the first stage to investigate the in‐depth dialogue processes and stories of these collaborations.FindingsThe results revealed that collaboration topics of interest focused mostly on organizational behavior, business policy, and strategy, and that theoretical inquiry and case study were the most used research methods. According to the 68 valid returned e‐mail surveys, the providing of consulting services by professors in firms plays a critical role in facilitating knowledge co‐creation between practice and knowing. The findings also highlight key factors of sustainable co‐production relationships.Originality/valueThis study provides an empirical, valuable step towards an investigation into the co‐creation dialogue experiences of practitioners and academics in three dimensions: purpose, procedure, and promise.

scholarly journals History, Morality, and Politics: Latin American Intellectuals in a Global Context

2003 ◽  
Vol 48 (1) ◽  
pp. 55-78 ◽  
Author(s):  
Michiel Baud
Keyword(s):  
Latin American ◽  
Recent Literature ◽  
The Political ◽  
Dirty War ◽  
Global Context ◽  
Early Stages ◽  
Latin American Intellectuals ◽  
E Mail

On impulse one afternoon during the early stages of my research into the Dirty War in Argentina and the political past of the former Minister of Agriculture, Jorge Zorreguieta, I sent an e-mail to an Argentinian friend and colleague asking for suggestions about recent literature.

scholarly journals KETENTUAN UMUM PENULISAN ARTIKEL JURNAL MANAJEMEN BISNIS

2014 ◽  
Vol 2 (2) ◽  
Author(s):  
Petunjuk Penulisan
Keyword(s):  
Organizational Behavior ◽  
Government Policies ◽  
E Mail ◽  
Bahasa Indonesia

KETENTUAN UMUM PENULISAN ARTIKELJURNAL MANAJEMEN BISNISA. Persyaratan topik/tema naskah artikel:1. Artikel yang dikirim ke MANAJEMEN BISNIS adalah hasil karya penulis dan belum pernahditerbitkan.2. Artikel tersebut sesuai dengan bidang Manajemen.3. Isi artikel dapat berupa Artikel Hasil Penelitian atau Artikel Hasil Pemikiran.4. Artikel yang dimuat, tidak selalu mencerminkan pandangan Dewan Penyunting.B. Sistematika penulisan1. Artikel Hasil Penelitian: a. Judul, b. Nama, Identitas, Institusi, dan Alamat E-mailPenulis, c. Abstrakdan kata-kata kunci, d. Bagian Pendahuluan, e. Tinjauan Pustaka, f. Metode Penelitian, g. HasilPenelitian dan Pembahasan, h. Simpulan, dan i. Daftar Pustaka.2. Artikel Hasil Pemikiran : a. Judul, b. Nama, Identitas, Institusi, dan Alamat E-mail Penulis, c.Abstrak dan kata-kata kunci, d. Pendahuluan, e. Bagian Inti (sub judul), f. Simpulan dan g. DaftarPustaka.C. Ketentuan umum penulisan1. Kertas yang digunakan adalah A4 dengan jumlah halaman antara 15 - 25, tidak termasuk DaftarPustaka.2. Naskah diketik dengan MS Word, jenis huruf Times New Roman 12, 2 spasi, dengan margin atas4 cm, kiri 4 cm, kanan 3 cm, dan bawah 3 cm.3. Bahasa yang digunakan dapat berupa Bahasa Indonesia atau Bahasa Inggris, dengan menggunakanstruktur bahasa yang benar.D. Ketentuan khusus penulisan1. Jika naskah artikel ditulis dalam Bahasa Indonesia, maka abstrak ditulis dalam Bahasa Inggris,sedangkan jika naskah artikel dalam Bahasa Inggris, maka abstrak ditulis dalam Bahasa Indonesia.2. Abstrak terdiri dari 1 paragraf, dengan jumlah kata antara 70 - 100 dan dicetak miring dengan jarak1 spasi.3. Penulisan huruf tebal hanya digunakan pada judul dan sub judul, sedang huruf miring hanya digunakanpada penulisan kata asing atau kata yang mendapat penekanan dan penulisan abstrak.4. Penulisan kutipan langsung dapat dilakukan dengan dua cara, yaitu menempatkan penulis (sumberreferensi) dan tahun penerbitan di depan kalimat yang dikutip atau menuliskan penulis dan tahunpenerbitan di belakang kalimat yang dikutip.Contoh:Robbins, S. P. dan TimothyA. J. (2008: 146) menyatakan bahwa Sistem Nilai merupakan sebuahhirarki yang didasarkan pada penggolongan nilai-nilai seorang individu menurut intensitas mereka5. Penulisan daftar pustaka dilakukan dengan model HARVARD (nama, tahun) dengan pemisahtanda titik (.) Berikut adalah contoh penulisan daftar pustaka:a. Referensi dari bukuLuthans, Fred. 2005. Organizational Behavior 10th Edition. The McGraw-Hill Companies,Incb. Referensi dari jurnal, majalah, koran, dsb.Widayat. 2008. "Penentu Perilaku Berinvestasi". Ekonomika Bisnis. Vol.01 No.02. Thn 2008.Pp. 111-127JURNAL MANAJEMEN BISNIS • Volume 1 No. 01 • Edisi April 2011 188c. Referensi dari internetSubambang, Budiono, 2004. Kajian Inkubator Investasi Daerah Sebuah Pemikiran untukMendukung Pengembangan Ekonomi Lokal. Available online at: http://www/pps.ui.ac.id (di akses 28 April 2008)d. Referensi dari proceeduring, thesis, disertasi, paper (unpublished)Tambunan,TulusT.H. 2011. "MSMEs, Entrepreneurship, and Government Policies: The Storyfrom Indonesia" Paper dipresentasikan pada Seminar Nasional : Perkuatan UMKM sebagaiLeading Sektor Perekonomian Indonesia. Oktober .UMM6. Penulisan judul tabel menggunakan angka arab (1,2,3, dst) dan diletakkan diatas tabel. Garis padatabel hanya menggunakan tiga (3) garis horizontal tanpa garis vertikal. Tabel sedapat mungkintidak dari hasil scan. Setiap tabel harus mencantumkan sumber dan dicantumkan dibawah tabel.7. Judul gambar/grafik/ilustrasi lainnya diletakkan di bawah ilustrasi dan posisinya di tengah.8. Tidak diperkenankan mencatumkan lampiran.E. Lain-lain1. Redaksi berhak mengedit tulisan, dengan tanpa mengubah maksud atau pandangan penulis2. Biodata penulis harap disertakan pada halaman terpisah dari naskah, sebagai kelengkapanadministrasi3. Naskah artikel dapat dikirim langsung melalui pos ke Kantor Redaksi di Program Studi ManajemenFakultas Ekonomi dan Bisnis, Kampus III,UMM GKB II Lt 2, Jl. Raya Tlogomas No.246, Telp.0341-464318, ext 214., Malang 65144, dalam bentuk print out sebanyak 3 eksemplar dan disertaifile-nya dalam CD. Naskah dapat juga dikirim melalui e-mail, dengan alamat:[email protected]

Sign in / Sign up

Export Citation Format

Share Document