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Our review this week takes us to most countries in Asia, from the East Asian powerhouses of Japan, China, Taiwan and Japan, to Australia and New Zealand and Singapore, Thailand, Indonesia and Vietnam in South East Asia and Indo China. While there are the usual complaints on lack of information and the inertia of governments to support the development of managers and strategic management in both the private and public sector, the over-riding impression is positive. And thankfully the emotional issue of whether management principles should be "imported" or "home-grown" is given short shrift. Management Development is indeed a complex pursuit that should not only be situational, but also learn from experiences of other countries, whether they be from the West or East. Especially recommended is a recent 1999 review on Strategic Human Resource Management in Singapore. Several articles emphasise the diffusion of technology globally and suggest methods to speed and facilitate technological change in corporatons by fast tracking management development. Some excellent research papers this week, as well as extremely practical tips and case studies both internationally and from Vietnam and Indonesia.
Chinese entrepreneurship: a study in Singapore
This study develops a profile of the second generation of Chinese entrepreneurs in Singapore. It analyzes their personal characteristics and examines their motivations to start a business. In-depth interviews and content analysis were conducted. The motivation factors and key characteristics were clustered and three different groups of entrepreneurs were identified: the "achievers", the "networkers" and the "hard workers". Implications of the study are discussed.
Keywords: China, Entrepreneurs, Motivation, Networking, Singapore
Constraints and innovation in reforming national training systems -
Cross-country comparisons This article traces the experience of countries reforming their vocational education and training policies and summarizes the lessons learned. It is based on a recent joint World Bank-ILO study focussing on the obstacles to implementing change in vocational education and training systems in response to changing labor markets and innovative approaches to overcoming these constraints in 19 countries worldwide. It tracks the demand-side pressures and supply-side responses and highlights some critical issues, constraints and innovations in the reform of these systems. The main messages from this study are: matching instrument to target group is as important as picking the best delivery mode; the government's role in facilitating the provision of information about vocational education and training has been relatively neglected; a vigorous private response has refuted claims of the reluctance of private providers to enter the field; and political will, not institutional capacity, is the main obstacle to comprehensive reform.
Keywords: Vocational training, Education, Labour, Financing, Management
Emerging issues in strategic HRM in Singapore To face the onslaught of hypercompetition, organizations need to be responsive and flexible. The human factor, if managed effectively, is perhaps the most important in imparting organizational flexibility. Managing the human factor as a competitive tool falls in the domain of strategic human resource management. This article discusses the state of HRM in Singapore. It identifies five important issues in strategic HRM field that, if fully understood, would help scholars and practitioners develop better theoretical frameworks. Specifically, it is proposed that the link between HR and strategy depends on the type of strategy pursued by the organization; organizational culture influences the status of HR and its integration with the rest of the organization; the competencies of HR managers affect the status of HR and its link with organizational strategy; HR strategy or lack of it affects the HR function's vertical and horizontal fits; these factors all influence the outsourcing of HR activities.
Keywords: Human resource management, Strategy, Corporate culture, Competences, Singapore
Human resource management as competitive advantage in the new millennium: An Indonesian perspective One strand of conventional wisdom is the urgent need for human resource management in Indonesia to improve to world standards so that the Indonesian corporate sector can survive in a globalized economy. Another strand accepts the need to improve to international standards but argues that such improvements should be based on Indonesian conditions. Indonesian management is traditional, patrimonial and hierarchically oriented, and international practices like empowerment, participation and incentive orientation are irrelevant or, at best, need to be adjusted to and are secondary to Indonesian indigenous characteristics. There is a dearth of empirical research in Indonesia that could support either strand. This article presents three mini-cases to argue that human resource management in Indonesia is a complex process with both national and international influences. The cases suggest national conditions need not hinder the adoption of international best HRM practices focusing on participation, empowerment and incentives leading to competitive behavior.
Keywords: Indonesia, Management, Participation, Empowerment, Human resource management
Demand for industrial management manpower in Taiwan: Viewpoints of quantity and skill Analysis of manpower demand is important not only at corporate level for corporate planning in human resource, but also at industry level for policy making in higher education. In this paper a regression model is built to estimate the industrial management (IM) manpower demanded by the manufacturing industries in Taiwan by using the reliable data of large firms. In forecasting, the manpower needed by individual firms of different sizes as well as by the whole industry for three education levels, namely, junior college, university and graduate school are estimated. The skill requirements of the IM employees as viewed by the industries are investigated. A three-factor analysis of variance is conducted to detect differences among the disciplines, industries, and education levels. The results provide some explanation for the economic development of Taiwan. Since the methodology of this paper is very generic, it is readily applicable to other professions in other countries.
Keywords: Demand, Employees, Industry, Management, Manufacturing industry, Taiwan
Diversity issues in South-East Asia: the case of Thailand Provides an overview of labour-market diversity issues in Thailand. Examines factors such as religion, ethnicity and gender in the context of Thailand's rapidly expanding economy. Concludes that religious and ethnic divisions are not especially pronounced in Thailand. However, with its relatively high female labour force participation and few restrictions on discriminatory behaviour, Thailand's chief diversity issue concerns the role of women in the labour market. Presents an empirical analysis of data concerning job openings for white-collar positions. Focuses on the role that multinational corporations, a major force in the Thai economy, play in promoting or inhibiting gender-based employment discrimination. Suggests that multinationals are indeed very important in this process, with significant differences among the effects exerted by the subsidiaries of US, Japanese and European MNCs in comparison to Thai-owned firms.
Keywords: Discrimination, Employment, Equal opportunities, Multinationals, Thailand, Women
From equal employment opportunity to diversity management: The Australian experience Examines the range and changing nature of the initiatives implemented by Australian governments under the rubric of equal opportunity. Reviews the character and trends in the Australian labour market. Provides an account of the public policy framework, including industrial relations, anti-discrimination and affirmative action legislation. Considers employer responses and the dilemmas for the broader diffusion of diversity management.
Keywords: Australia, Employees, Employers, Equal opportunities, Management
Barriers to effective HRM In this study, scales were developed to measure the extent to which organisations exhibited "soft" or "hard" approaches to HRM, and the extent to which potential barriers to the effective operation of HRM were present. The sample comprised 549 employees, managers and HRM staff across a wide range of types of organisations in Australia, New Zealand, the USA, the UK and Canada. While the results supported the contention that HRM effectiveness can be achieved via both "soft" and "hard" approaches, several barriers to HRM take-up were identified and there was little evidence that organisations generally operated HRM policies and practices that were seen as effective. Although very few differences between countries were found, the authors suggest the barriers identified and related ineffectiveness of HRM may be all the more detrimental to the competitiveness of Australian and New Zealand organisations in light of the recent economic downturn in the Asia-Pacific region.
Keywords: Human resource management, Barriers, Competitive advantage, Australia,
NewZealand
Financing training: issues and options Appraises the scope for cost-effective government intervention into the mobilization of resources for training, examining measures catalytic in nature as well as direct interventions. Asserts that economic recession and shrinking government revenues have led to a reconsideration of the role played by the state in training provision and to a growing acknowledgement and appreciation of the role of the private sector. Suggests that although the documentation is incomplete, the government is, and has always been, the junior partner. Discusses how training is financed by the private sector. Analyses situations where privately financed training provision may be sub-optimal in scale and where there are grounds for government intervention. Addresses the issues of how best to provide financial incentives and mobilize the resources required for financial intervention.
Keywords: Apprenticeship, Developing countries, Government, Private sector, Subsidies, Training
The new information technology - international diffusion and its
impact on employment and skills: A review of the literature The technological revolution is creating new goods and services and altering how and where they are produced. One of the principal issues for all countries is how these new technologies will affect employment and the composition of skills demand. Surveys the literature to attempt to answer three main questions: to what degree are the new technologies becoming diffused around the world? How much do they reduce, or increase employment? And do they reduce, or increase, the skills required in the labour force? Touches briefly on implications for educational policy. The survey suggests that because of new technologies, new organizations of production, changing employment conditions and the development of new sectors of production, the complementarity of general, formal schooling, in-plant training and learning-by-doing to capital investment are increasing over time and that general schooling plus on-the-job training is more complementary to new technologies than is vocational schooling. The former combination is more likely to give workers the flexibility they need in such changing conditions.
Keywords: Employment, New technology, Skills, Training
The cost of vocational training Discusses the methodological issues in costing two common types of vocational training programmes: institutional vocational training and enterprise-based vocational training. Points out that the survey/interview approach should be used to collect data from institutions instead of from the government in costing institutional vocational training, and that more frequent use should be made of the case-study and survey methods in costing enterprise-based vocational training. Based on empirical studies on both developed and developing countries, analyses the costs of different types of vocational training programmes. Shows that training costs are influenced by such factors as the technology of training, teacher costs and their determinants, programme length, extent of wastage, extent of underutilization of training inputs and scale of operation. In general, vocational/technical education is more costly than academic programmes and pre-employment vocational training is more expensive than in-service training. Discusses the implications of these findings for training policies.
Keywords: Costing, Costs, Training costs, Vocational training
Leading the pack : future role of IS/IT professionals To meet the information processing needs of the new global organisation, IS/IT managers and their IS/IT staff need to develop new skills, so that they may be more focused on the business rather than on technical processes. In exploring the theme of the changing role and contribution of the IS/IT professional, this monograph provides a literature analysis of the changing skills of IS/IT professionals and identifies the new skills and competencies required for successful IS/IT development and utilisation. The monograph also presents capability-related models that have been tested in two global corporations. The results of the two case studies suggest that there is a need for improvement in the area of IS/IT leadership for effective IS/IT development and utilisation. Strategies for developing IS/IT leadership capabilities are discussed at the end of the monograph.
Keywords: Information technology, Information systems, Leadership, Strategic management,
Skills
Emerging trends in Australian and New Zealand management development practices in the twenty-first century Having shaken off the formal mantles of their British forebears, Australians and New Zealanders are eagerly embracing the latest management development (MD) approaches, adopting and adapting North American and European methods. Recent government reports highlight the need for both basic and advanced MD, increasing the receptivity of the business community for fresh, imported MD programs. Successful localisation of overseas offerings depends on an awareness of subtle differences between the two countries as well as between them and other English-speaking regions. In addition to anecdotal advice for the flying MD consultant, we provide an environmental scan, focusing on cultural distinctions and recent economic developments affecting demand for, and practices in, MD in Australia and New Zealand. Our goal is to maximise your success in prospecting, designing, and conducting MD programs in our countries.
Keywords: Australia, Culture, Management development, New Zealand
Principled leadership and business diplomacy: A practical, values-based direction for management development This paper introduces the concept of business diplomacy as a way to implement values-based, ethical leadership. Drawing on the Japanese concept of kyosei, business diplomats take responsibility for themselves and others and treat people with respect and kindness while they simultaneously attempt to be entrepreneurial, add business value, and make a profit. This paper reviews the strategies and tactics of business diplomacy and provides case examples of how to be diplomatic and ethical in difficult situations. The paper concludes with recommendations for how to establish an organizational culture based on business diplomacy.
Keywords: Ethics, Leadership, Social responsibility, Values
Strategic human resource management of Japanese multinationals -
A case study of Japanese multinational companies in the UK We have analysed the human resources management system in Japanese automobile companies, Toyota and Nissan, in their overseas production plants in the UK and have tried to analyse differences if any between their original human resources management system in Japan and in their foreign operations. We found out that these companies, as far as their internal operations are concerned, have tried to implement their original practices in spite of cultural differences. However, in the case of production management system they are not completely successful because of organisational differences in their foreign locations. We have analysed the effects of these novel practices on the industrial scene in the UK in general.
Keywords: Human resource management, Management, Strategic management, Japanese
management styles, Multinationals
Vietnam: the environment for management development in the twenty-first century With its expanding economy, ambitious population, and location at the center of the Asia-Pacific Rim, Vietnam has discovered an increasingly important need to develop its managerial talents. In both government, state-owned enterprises, and the rapidly growing private sector, organizations face the need to raise management skills to levels found elsewhere in the world.This paper examines the emerging environment for management development in Vietnam, giving special attention to the implications of the country's recent history, infrastructure for education and training, and a changing socio-economic scene. The authors' experiences, including training initiatives in both Hanoi and Ho Chi Minh City, are suggestive of the opportunities and constraints that may be faced by those who visit Vietnam to aid in management development.
Keywords: Cross-cultural management, Management development, Training, Vietnam
The quality of British management: Asia-Pacific perceptions A stratified random sample of respondents was identified from databases compiled by associate researchers located in each of five countries, namely Singapore, Malaysia Taiwan, Indonesia and Japan. The aim of the study was to establish which dimensions of management skill are important to regional customers; to compare British management skills on these dimensions with those of major trading nations active in the region and to prioritise key areas for improvement if Britain is to become a valued member of the region. The major conclusion of this study was that British managers were generally perceived, amongst managers in Singapore, Malaysia, Indonesia, Taiwan and Japan, to be inferior to Japanese and US managers and, in most areas, inferior to German managers. British managers were ranked fourth above Australian and Taiwanese managers, who were ranked as the weakest amongst the countries being investigated on a number of skills.
Keywords: Asia-Pacific, Development, Management, Perception, Skills, United Kingdom
Force-field analysis on policies affecting working women in Singapore Examines the impact of public policies on the entry of women into the workforce in Singapore, using force-field analysis to study the counteracting forces created by the mixed policies which can either drive or restrain women from entering the job market. Suggests that although there has been an increase in Singapore's female workforce participation rate in the last few decades, more measures could be devised to encourage more women to participate in the workforce.
Keywords: Education, Employment law, Equal opportunities, Gender, Government, Singapore
MBA education in Japan: The experience of management
education at the Graduate School of Business Administration,
Keio University, Japan Keio University has been in the vanguard of adult business education since 1956 when it introduced American management techniques into Japan by initiating the annual one-week "Keio-Harvard advanced management programme" for top businessmen in Japan. But it was not until 1978 that Keio Business School (KBS) began to offer the MBA programme, a two year full-time course heavily influenced by the style of business education at Harvard. It remained the only educational institution in Japan to offer an accredited postgraduate business education qualification until the late 1980s. With a recent government reform in postgraduate education, however, it faces competition from both emerging part-time and one-year full-time MBA courses at other universities in Japan, as well as from overseas MBA programmes. Reports on the results of two surveys carried out among its alumni which show that, while the graduates' support for the existing programme is overwhelming, they also point out the danger of complacency and rigidity which the School needs to overcome in adapting to the changing needs of the business community.
Keywords: Business schools, Competition, Japan, Management development
How do we measure the effectiveness of team building? Is it good enough? Team Management Systems - a case study Looks at the use of the Team Management Index (TMI) as a team building intervention in a programme of organizational development (OD). Attempts to assess the instrument's effectiveness using a variety of measures (including the taxonomy of De Meuse and Liebowitz, 1981). In so doing, raises wider methodological and epistemological issues as to the whole nature of data collection, validity and proof in measuring the effectiveness of OD interventions. Discovers that, according to the measurement criteria, set out by De Meuse and Liebowitz, the TMI can be considered to be an effective OD instrument. However, finds that these measurement techniques are "blunt" and, by their very nature, lacking in academic rigour. Argues, therefore, that all levels of data collection and evidence gathering can never constitute 100 per cent proof of a causal link between OD interventions and resultant changes in the organization. Concludes that what will be deemed to count as adequate evidence or proof of an intervention's effectiveness ultimately will be a personal choice; that in concentrating on comparing before and after measures of a team's effectiveness theorists have ignored the change process which is taking place as a team begins to become effective, and have treated teams at the end of a team building intervention as if they were finished products; and finally that research time should be devoted to studying the process of change which a team undergoes during its development (of which team building is just the beginning) in order to highlight the ways in which an organization could nurture, support and facilitate this process to ensure the effective development of its work teams.
Keywords: Effectiveness, Organizational change, Organizational development, Team building
As always we have only skimmed the surface of relevant articles this week and only those that are particularly relevant for Asia-Pacific managers. Many other articles are available as well including those focusing on other countries and international perspectives.
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