[Leadership and Managerial skills Cultural Impact in Strategic human resource management for Multinational Corporation in developing countries]

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Acknowledgement

I would take this opportunity to express gratitude my research supervisor, family and associates for their support and guidance without which this study would not have been possible.

DECLARATION

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Abstract

In this study we will try to discover the concepts of leadership and how one should adopt to a subjective cultural approach. This study will focus on manager's leadership beliefs as to what ideal leadership behaviour in organizations is? (i.e. leadership ideologies). On the basis of reported cultural scope which differentiates countries from one another, it is expected that the national origin of European managers will considerably affect their ideologies. The findings will give support to this supposition, since important differences appeared among countries in eight aspects of leadership. Finally, the findings will be compared with existing knowledge in this regard.

Table of Contents

CHAPTER 1: INTRODUCTION6

OUTLINE OF THE STUDY6

Background of the research6

Problem Statement7

Rationale7

Aims and Objectives7

Significance7

Research Question8

CHAPTER 2: LITERATURE REVIEW9

Leaders9

HR Strategy Formulation10

Implementation12

Some Leadership Definitions13

Culture and its impact on SHRM14

Definition of SHRM14

Seven themes of SHRM15

Relationship between SHRM and firm performance15

Firms and their Strategic Contributions16

CHAPTER 3: METHODOLOGY18

CASE STUDY:18

LEADERSHIP DISCUSSION IN METHODOLOGY18

Great Man Theories18

TRAIT THEORIES19

Situational Leadership19

Contingency Theory19

Transformational Theory20

Data Analysis20

Recommendation21

Conclusions21

REFERENCES22

APPENDIX26

CHAPTER 1: INTRODUCTION

Outline of the Study

The outline for this study is to strategically investigate HRM Study for multinational corporations (MNC's) in developing countries and practices in various multinational organizations in developing countries considering the case study of Kyocera Mita India.

Background of the research

To state that there has been a blast in the allowance of study on authority that encompasses a cross-cultural component is at this issue nearly cliché. Simple assessments display this blast, such as the pages devoted to cross-cultural issues in authority in the diverse editions of The Handbook of Leadership. In the first edition, cross-cultural leadership is barely mentioned.

For readers interested in the issues surrounding the cross-cultural management of multinational corporations, we recommend the recent article by (Bamberger 2000 21), in which he presents the unique concerns of managing a multinational corporation, especially the challenges of effectively managing both national and corporate culture.

In this review, presented in the International Leadership special issue of The Leadership Quarterly, Peterson and Hunt focus on the importance of studying leadership scientifically, and raise concerns in current leadership theories.

Problem Statement

The problem statement for this study will be to look at management practices adopted in relation to human resource policies prepared by human resource department in multi-national organizations.

Rationale

The basis of this study is on case study, conducted with Kyocera Mita India Pvt Limited that was hanging corporate culture and structure of the multinational organization and what role Strategic Human Resource Management plays in this process and how it affect the ...