What Kind Of Challenges Is Faced By Organizations These Days What Are

What Kind Of Challenges Is Faced By Organizations These Days What Are What Kind Of Challenges Is Faced By Organizations These Days What Are Those Challenges That Have â€" Case Study Example > What Kind Of Challenges Is Faced By Organizations These Days? What Are Those Challenges That Have Been Passed Down To HRD? Abstract This research paper explores a case study of challenges faced by contemporary organisations consequent to the globalisation changes of modern business set ups. The paper establishes that the concept of globalisation is having its impact not just to business operations but even in the day to day management of those organisations. As detailed in the paper, globalisation has presented great challenges to organisations, especially in the human relations management arm. This presents an interesting point to note, that as organisations change to reflect globalisation traits, the most changes and challenges are felt by the Human Relations Management (HRM) function of that organisation, where it is forced to transform. A case in point is Lenovo, the third largest Personal Computer maker and distributor in the world, which recently went global after acquiring the IBM’s Personal Computing division. 000000000000000000000000000000000000000000000000000000000000000000000000Globalisation has thus stretched the requirements of the HRD to include some of the diversity, dynamism, integrative and strategic challenges never before experienced in corporate management. This paper highlights five of these challenges noted in Lenovo namely, the demand for work force diversity, demand for dynamic management styles; demand for continued human resource development, demand for social integration and finally demand for dynamic and flexible organisation structures. The challenges are explained and contextualised on realistic organisation settings. Table of ContentsTitle Page1Abstract2Table of Contents3Introduction4Scope and Objectives of the Study7Theoretical Framework9A Brief on Lenovo 12Literature Review12Major Findings 17Demand for Work Force Diversity 17 Demand for Dynamic Management Styles19 Demand for Continued Human Resource Development20 Demand fo r Social Integration21 Demand for Dynamic and Flexible Organisation Structures 22Conclusion25References27IntroductionGlobalisation is the ongoing process of interlinking societies culturally, technologically and politically into a singular community without the spatial limitations of geographic borders, regions, tribes and governments (Kawachi Wamala, 2007). It is the process of linking the world through assimilation of cultures, economies and people across the vastness of the world just as if the world was one ‘village’, the global village. This is happening via the use of information technology, precisely the internet, to make education, business, entertainment etc, universally available irrespective of where an individual resides in the globe (Kawachi Wamala, 2007). For instance, one can today take a course from a university in New York, whether he or she is in New York, Cape Town, New Delhi or Copenhagen similarly via the internet (Page Valone, 2007). The internet is no t the only way that globalisation is being achieved. Globalisation of business has also been instrumental in the creation of a global village (Kawachi Wamala, 2007). Businesses are going global in their areas of operations such that the traditional prescription of locality where a business defined its market or territory using geographical borders is no longer tenable. A small business in Seattle is today competing for the global market via the World Wide Web with a mega corporation in Osaka (Kawachi Wamala, 2007). An organisation headquartered in London is running operations in the Bahamas, just as if it was another branch in the neighbourhood. That is the essence of globalisation, proper (Kawachi Wamala, 2007). Yet, the concept of globalisation is having its impact not just to business operations but even in the day to day management of those organisations (Kawachi Wamala, 2007). For instance, organisation communication, both internal and external, has taken a totally new fo rm. Managers are monitoring and communicating with supervisors and supervisors with the junior workers through the internet and other modern forms of wireless communication, from any point in the globe (Fusher et al, 1999). A lawyer may have a conference with his firm partners in Washington via video conferencing while processing documents for a client in the Ukraine as he waits to attend a pre-trial briefing in Frankfurt. The organisations in modern day setting have outgrown the limits of office space and territorial jurisdiction (Kawachi Wamala, 2007).