| Â Â Â Â Â Â Â Â Â GLOBAL HUMAN RESOURCE | | | | appropriate business strategies that will enable the |
| MANAGEMENT | | | | organization to break through the cultural barriers |
| When dealing with people ,let us remember we | | | | and to carry on business in accordance with the |
| are not only dealing with creatures of logic but | | | | consumer practices prevailing among different |
| also with creatures of emotion, prejudices, pride | | | | cultures. The main objective of Global HRM is to |
| and vanity, said Dale Carnegie,the well known | | | | ensure that the company has a local look in its |
| American writer. We must remember that | | | | geographies of presence. An MNC would not like |
| emotion, prejudice and pride are the part of the | | | | to be seen as an Indian or a Japanese company. |
| individuals' culture and if the cultures of employees | | | | .          Ensure an international look with |
| vary, it would become more complex to manage | | | | respect to local sensitivities. |
| such people. This becomes even more acute | | | | .          Spread cross cultural sensitivities |
| when the economy witnessing expansion and | | | | and awareness among managers. |
| growth, stretching across geographical and political | | | | .          Bring in a local perspective in the |
| barriers and frontiers. Deep- rooted competition | | | | region of operation. |
| which is existing in every economy allows only the | | | | Implementing such practices are not an impossible |
| fittest to survive i.e., only those who update, | | | | task for Indians who have been used to |
| modify and adapt business strategies with HRM as | | | | multi-cultural society for centuries. However core |
| its focus. In fact, the global HR Management | | | | organizational practices need to be consistent in all |
| would mean establishment, development and | | | | the regions. |
| management of HR relationships beyond the | | | | Competencies required for a Global for a Global |
| borders of the country. | | | | Manager: |
| Centralization Vs Decentralization: | | | | Many of the HRM experts feel that the Global HR |
| Large MNCs are pursuing a decentralized approach | | | | Manager must be able to build a cohesive |
| to the management tasks and prefer even | | | | relationship that will enable a co-ordinate approach |
| delegating functional and decision making powers. | | | | to global HR Management. The Global HR Manager |
| Though corporate prefer a centralized system for | | | | has to utilize human resources ensuring functional |
| managing the functions of each of its branches, | | | | relationship across cultures. Global HRM team |
| many MNCs have realized the importance of | | | | should be able to motivate members to adopt a |
| decentralization where its offices function freely | | | | shared method to tackle all issues arising in HR |
| at the level of self-administration. | | | | Management. |
| Functions of Global HR Manager: | | | | Author:N.N.K. |
| Global HR Manager must be able to formulate | | | | |