ORGANIZATION OPERATION MANAGEMENT

Organization Operation Management



Organization Operation Management

Introduction

Organization constructing, founded in 1991 by Dr. Michael Organization, disclosed expansion designs for a output facility to be established in the Hangzhou Province of China. Organization chose the expansion to boost income by making components in China. “Today, more firms than ever are earning some of their income from worldwide procedures” (Doh, Hodgetts & Luthans, 2005, pg. 6). The facility was verified to be in compliance with the localized regulatory bodies and was arranged for operations.

This paper will provide the book reader with an overview of the most significant past events that led to the issues and possibilities Organization could face while applying the expansion plans. The various concerns, rights, and standards of the stakeholder and ethical dilemmas will be identified and the end-state vision will be disclosed. Organization's vision for the organisation in the future will be determined in a problem statement, leading up to a reflection of the desired end-state vision for Organization. Alternative answers will be evolved and investigated with risk assessment and mitigation methods recognised for the alternatives. Lastly, the answer for Organization will be considered with an implementation design and estimation metrics identified.

Discussion

The exisitng facility that was purchased by Organization Manufacturing had troubles in the past with getting qualified personnel. “Too much affray in the localized province has lead to a need of accessible Chinese skilled labor; although, there is accessible foreign work in the pattern of Pakistanis, Indians, and Koreans in Hangzhou and the close by provinces” (University of Phoenix, 2009, para3). To compensate for the need of accomplished labor from the Chinese natives, the living facility chartered employees from the foreign work market, producing in administration and output issues.

Organization Manufacturing process

Organization Manufacturing will face several issues while developing an effective personnel management plan within a cross-cultural workforce because of the variety in behaviors. “Culture affects how people think and behave” (Doh, Hodgetts & Luthans, 2005, pg. 94). The differences in cultures will have a direct impact on the behaviors and attitudes of the employees at Organization Manufacturing, affecting productivity and delivery schedules. Culture is learned and shared among members of a group passing from one generation to the other. Culture differences can result in conflict in corporations that form internationally, resulting in resistance to change and different political and legal views.

Organization Manufacturing can use issues presented from the expansion plans as opportunities to develop international management expertise, while adjusting strategies and goals to promote cultural differences in the production facility. Organization Manufacturing can become more knowledgeable of the laws and regulation of the Hangzhou Province of China and build a stable and cohesive work environment in which positive relationships are formed between the employees and the management team.

Stakeholder Perspectives/Ethical Dilemmas

Crucial for the success of Organization's expansion plan are the various stakeholders' perspectives and the ethical dilemmas of each group. At Organization Manufacturing, the CEO - who is also the founder of Organization Manufacturing; has a personal and financial interest in the ...