An explanation for the failure of Justin to manage the Asian Pacific Division of Compcorp

An explanation for the failure of Justin to manage the Asian Pacific Division of Compcorp Managing business in the international business environment is quite daunting. The explanation for this observation is that there is a variation in factors of management in diverse business environments.Advertising We will write a custom case study sample on An explanation for the failure of Justin to manage the Asian Pacific Division of Compcorp specifically for you for only $16.05 $11/page Learn More Different business environments have diverse business cultures that must be mastered and adhered to by any manager who wants to manage a business successfully in the environment (Luthans, Doh Hodgetts, 2012). Several points can be attributed to the failure of Justin to sustain the performance of the company in the Asian Pacific region, in spite of having successfully steered the performance of the company in the United States. One thing that comes out is that Justin has worked in the United States in his entire carrier and his appointment as the vice presiden t of one of the divisions of the company in the Asian Pacific region was one of his international tasks in business management. This task involved managing in a different business culture from the business culture that he was used to. It should be noted that the United States business culture in which Justin came from is quite different from the business culture in the Asia Pacific region where Justin was posted. Heading a new business venture in a new business environment is a comprehensive task. It entails the study and understanding of the models and attributes of management that are embraced in the new environment (Steers, SaÃŒ nchez-Runde Nardon, 2010). As soon as he entered the region, Justin implemented radical measures to turn around the performance of the company’s division in the region, just as he had done with the company’s division in the United States. This was a radical action that only paid off in the short run as the company recorded an improvement i n its performance in the first and second quarters under his tenure. The radical changes that were implemented by Justin did not match with the culture of management in the Asian Pacific region as it is later manifested in the dissatisfaction and demotivation of the employees of the company, resulting in an increased rate of employee turnover in the company. The changes, which imply new strategies of management, can be termed as unsustainable due to their incompatibility with the managerial culture of the Asian Pacific region. Justin did not take time to learn and adjust to the new culture of management after he was appointed as the new vice president in charge of Compcorp’s division in the Asian Pacific region (Luthans, Doh Hodgetts, 2012). The changes in the management strategy, which implied the change in the culture and attributes of management in the new environment, could only work for a limited period of time. However, the employees later fell out with the strategy of management later after learning the difference in the style of leadership that was introduced by Justin and what they were used to.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This explains why the top managers in the organization’s division in the Asian Pacific region left, thereby creating a managerial vacuum in the company. The performance of the company could not be sustained. What Compcorp ought to have done to enhance prospects for Justin’s successful performance The failure of Justin in managing the company’s division can be partly blamed on the management of the mother company in the United States. The realization of the fact that managing in the international environment is complex warrants the attention of executives who seek to use expatriates in managing business. Companies are, thus, required to establish and enhance training programs on international management prior to the discharge of expatriates for foreign assignments (Luthans, Doh Hodgetts, 2012). The case of Justin and his appointment to head the company’s division in the Asian Pacific region is an example of the mistakes that are done by executives, which make it quite daunting for companies to thrive in foreign business environments. The management of the company was well aware that Justin had no experience of managing in a foreign business culture, despite having excelled in managing one of the company’s divisions in the United States. Marx (2001) observed that most companies launch expatriate programs as part of the initiatives of dealing with the problem of cross-cultural management. Cross-cultural programs entail offering training and guiding employees or expatriates on how to approach and deal with the variations in the attributes of management in a foreign business culture. Multi-cultural programs have become a common feature of manage ment in multinational companies, most of which choose the hybrid system of management, just as was with Compcorp. Therefore, training was a critical element that could have been embraced by the management of Compcorp as part of embracing Justin’s knowledge on managing in the foreign business environment. The other strategy that could have been used by the company is the embrace of indirect learning and adaptability by letting Justin to enter the Asian Pacific region on a lower rank so that he could learn the culture of management in the region before being promoted to the position of the vice president (Menipaz Menipaz, 2011). Managerial initiatives in international management Prospects of management in a foreign business culture have to be captured by any person who wants to succeed in enhancing the performance of a company in a foreign business environment. The foreign business can present challenges, as well opportunities on which the management can rely on in enhancing t he performance of a subsidiary firm in such an environment.Advertising We will write a custom case study sample on An explanation for the failure of Justin to manage the Asian Pacific Division of Compcorp specifically for you for only $16.05 $11/page Learn More However, detecting and understanding the nature of challenges, as well as the opportunities that prevail in the foreign business environment requires deeper insight into the given business environment. Learning the trends of management and the culture that is embraced in the foreign business environment ought to be the first thing that should be given priority by an expatriate manager. Expatriate managers have to establish workable relationships with the local staffs, who act as key resource persons in helping them learn about the desirable attributes of management in the foreign business environment (Marx, 2001). As it comes out in the case, Justin also stands to be blamed for his failure to succeed in managing the Compcorp division in the Asian Pacific region. According to Menipaz and Menipaz (2011), expatriate managers under the hybrid strategy of managing in a foreign environment must learn from both the superior employees, as well as employees in the lower rank. What is depicted in the case is that the employees of the company become dissatisfied with the style of management that was used by Justin. If Justin had taken time to consult from the managers on how to go about the managerial practices in the company, then he could not probably have faced the kind of problem that was witnessed in the organization. References Luthans, F., Doh, J. P., Hodgetts, R. M. (2012). International management: Culture, strategy, and behavior. New York, NY: McGraw-Hill. Marx, E. (2001). Breaking through culture shock: What you need to succeed in international business. London: Nicholas Brealey. Menipaz, E., Menipaz, A. (2011). International business: Theory and Practice. London: SAGE.Advert ising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Steers, R. M., SaÃŒ nchez-Runde, C., Nardon, L. (2010). Management across cultures: Challenges and strategies. Cambridge: Cambridge University Press.

How to Use Flash Cards to Study Chemistry

How to Use Flash Cards to Study Chemistry Flash cards can be a great study aid. You can use them to help memorize facts, lists, and structures as well as to reinforce important concepts. Heres how to prepare and use flash cards to study. Learning Facts with Flash Cards Start with a stack of blank index cards.On one side of a card, write a question or name of a structure you need to memorize. On the back of the card, write the answer. Limit yourself to one fact per card.Prepare as many cards as you need.To use the cards effectively, view the question and quiz yourself. Do you know the answer? Check the back of the card. If you answered correctly, set the card aside. If you were wrong, place the card on the back of your stack so that you will see it again.Proceed through your stack of cards. Set aside cards you get right and continue through cards you get wrong until you have gotten all questions/answers correct.Now shuffle the cards and repeat the process.Practice makes perfect, so if you get frustrated, set the cards aside and come back to them. Go through your cards every day (or more often, if you are cramming). Memorizing a List with Flash Cards If you are memorizing an ordered list, try to guess the next card before you look at it. Continue through your list until you get a wrong answer.With the cards in the same order, start from the beginning and go through the cards to see if you can get further.For long lists, it may help to break the list up into manageable pieces, such as three smaller stacks of cards. Once you get the smaller stacks correct, put them together and see if you can recite the entire list.

Tesco Case study Example | Topics and Well Written Essays - 750 words

Tesco - Case Study Example This paper seeks to discuss the macro-environmental characteristics of the Canada market where Tesco plans to enter through the use of the VRIO analysis. The company can use its financial strength to open new outlets in Toronto, which is the largest city in Canada. Tesco is a global supermarket whose brands have created a strong image to the target market. Through its diversified product portfolio, the supermarket has effectively met the needs of its customers. VRIO analysis which covers the four aspects that includes the question of value, the question of rarity, the question of imitability, and the question of organization can be used to candidly indicate how well Tesco is in a position to exploit the available opportunities in the foreign markets. Tesco has a strong financial background. This implies that it is able to exploit the opportunities that are available in the Canada market. With revenue of more than 70,000 billion USD and 597,784 employees as at 2013, the supermarket is able to provide competitive services and products to over 35 million customers in Canada (Humby et al, 2006). Canada has various ethnic groups which include the white, Asian, Black, and Aboriginal among others. Given the competitive nature that Tesco enjoys locall y and globally, it is able to meet the needs of the Canada customers who are served by relatively few supermarkets. Another point as noted earlier is on the imitation of the Tesco brands. As a company that value innovation and research, it will not be possible for the competitors in Canada market such as Bulkley Valley Wholesale, Bloor Street Market Foods, Provigo The Market, and Coopers Foods among others to imitate the products that Tesco will provide. In this way, the customers will be provided with a new experience that will make them loyal towards Tesco brands in the Canada market. Under the leadership of Dave Lewis and Sir Richard Broadbent, the CEO and Chairman respectively, Tesco