CIPD Level 7OS05 Assignment Example: Managing People In An International Context

About this 7OS05 

7OS05 Managing People in an International Context of level 7 will discuss about Organisations encounter significant obstacles and complex challenges when expanding internationally with their scope of activities. People management approaches differ in various countries due to mixed institutional and cultural factors. This unit 7OS05, investigates organizational motivations behind international trade practices together with international business design patterns while examining real-world human resources challenges which affect international companies. 

What you will learn from 7OS05 

Here in 7OS05, you will study various organizational approaches to international operations together with their commercial activities and international growth practices while establishing an understanding of workplace ethics within this context. This unit 7OS05 explores the methods by which people management practices differ between different geographic areas worldwide. Your assessment will include a detailed study of international organizational staffing alongside effective strategies to manage their overseas employees and alternative workforce models employed by multinational organizations. You will examine practical aspects of international people management by studying performance management alongside equality diversity and inclusion practices and reward systems as well as communication approaches employee engagement methods talent development frameworks and flexible working models. 

Below is the assignment example for your level 7 unit 7OS05 Managing People in an International  Context. You can get an understanding of everything from here only, you can use it as a free sample of the 7OS05 unit, and as you can go through the writing style of our diploma writers, you can get an understanding of how your assignment will look like and you can even learn the format and structure you are required to use while writing your assignment for 7OS05. This assignment example for 7OS05 is according to the recent guidelines of CIPD which was launched in June 2024. 

All Unit Learning Outcomes and Assessments Addressed By Diploma Writers 

7OS05 Task 1: Understand how major strategic and contextual forces shape the management of people in international organisations.    
AC 1.1 Analyse the different ways in which organisations operate and trade overseas.    
AC 1.2 Explain the different ways in which organisations expand their activities internationally.    
AC 1.3 Review the major alternative international organizational forms and their consequences for the management of people. 
AC 1.4 Discuss major contemporary ethical issues in the field of international management and employment.   

7OS05 Task 2 Understand how and why people management practice varies between different countries and regions across the world.    
AC 2.1 Compare the established political and legal systems in major global economies.    
AC 2.2 Appraise institutional arrangements in different countries in the fields of corporate governance, training, welfare, and trade unions.    
AC 2.3 Critically analyse research concerning how workplace cultures vary around the world.    
AC 2.4 Advise about the major ways in which people practice varies globally.    

7OS05 Task 3: 3 Be able to manage staffing and employment practices in international organisations.    
AC 3.1 Design an appropriate international staffing strategy, including for expatriate staff.    
AC 3.2 Plan the effective management of talent in international organisations.    
AC 3.3 Justify the case for diversity and inclusion in international contexts.    

7OS05 Task 4: Understand effective and sustainable people management activities in international contexts.    
AC 4.1 Critically discuss the major challenges facing people practice managers in international organisations.    
AC 4.2 Influence effective communication practice in international organisations.    
AC 4.3 Assess the effective management of performance in international organisations.    
AC 4.4 Justify the need for flexible working initiatives in international organisations.    

CIPD 7CO01 Task 1: Understand how major strategic and contextual forces shape the management of people in international organisations.

AC1.1 Analyse the different ways in which organisations operate and trade overseas.

Answer:

An organisation usually starts an international operation by establishing physical infrastructure in another nation through establishing subsidiaries or offices. An organisation gains several advantages by staying near its customers, which leads to better market understanding in specific regions. The implementation ensures high costs while creating risks because organisations must address cultural variations within different markets.

An organisation can establish an overseas market presence by operating through e-commerce methods. Investment requirements remain lower for electronic commerce operations because they do not involve physical storefronts. Building customer trust becomes challenging when shoppers must buy products they cannot examine through sight or touch.

Organisations can expand their international trade activities through licensing as well as franchising ventures. Lower risk arises from this strategy because organisations need not spend significant initial funding to start. The management of products and operations by outside companies makes quality control maintenance complicated. Organisations have multiple approaches to conducting business across international borders.

AC 1.2 Explain the different ways in which organisations expand their activities internationally.

Answer:

There are four main ways in which organisations can expand their activities internationally:

1. Licensing: In a licensing agreement, an organisation authorises a separate organisation to benefit from its intellectual property, including trademarks, patents and designs.

2. Franchising: A licensing operation enables an organisation to give another organisation business model and brand access in exchange for payment.

3. Joint ventures: Organisations form partnerships through which they develop products or services together for mutual marketing purposes.

4. Direct investment: An organisation's establishment of subsidiaries or acquisition of business entities in foreign territories represents this market entry form.

AC 1.3 Review the major alternative international organisational forms and their consequences for the management of people.

Answer:
 
The main alternative international organisational forms are:

• functional organisations
• divisional organisations
• holding companies
• joint ventures

International organisations most frequently take the form of functional structures. Each grouping stands alone as a country-based branch that runs separate functional departments such as marketing, finance, and human resources. Organisations that function this way enable standardised and centralised functional operation, which generates organisation-wide cost-efficiency benefits. An organisation based on functional structures faces the problem of inflexibility due to their slow response to external environmental changes.

The standard operational structure employed in divisional organisations divides functions between organisational markets and products. Each division maintains autonomous financial control through its own profit/loss statement, which establishes operational accountability for profits or losses. The principal advantage of this form of organisation lies in its ability to react swiftly to market changes. The main weakness of this organisational approach involves duplicated efforts and yields higher operational expenses.

Holding companies function as companies that maintain ownership control over different companies. Holding companies exist to exercise control over numerous companies operating across international borders. The centralised nature of decision-making, combined with the potential for cost efficiencies, stands out as the principal advantage in this organisational structure. This organisational structure creates accountability issues because it diminishes both organization visibility and responsibility traceability.

Two or more firms joining forces create joint ventures to share ownership between them. These tools help companies explore novel market territories and distribute business risk between them. The key strength of this organisational structure enables businesses to exchange available knowledge bases alongside shared resources. Joint ownership structures create problems that instigate owner conflicts.

1.4. Discuss major contemporary ethical issues in the field of international management and employment.

Answer:

The major contemporary ethical issues in the field of international management and employment are: Developing countries encounter worker exploitation because of multinational corporate intervention.

• The use of child labour by multinational corporations.
• The environmental impact of multinational corporations.
• The spread of globalisation through multinational corporation leadership.
• The impact of technology on employment.
• The impact of globalisation on employment.

Multiple ethical questions throughout international management and employment form a substantial part of the problems under examination. Numerous additional ethical problems exist including business corruption effects as well as multinational corporate promotion of economic inequality alongside other interconnected issues. Knowledge about these issues makes it possible for you to make informed choices about running your company operations.

7OS05 Assignment task 5: Understand how and why people management practice varies between different countries and regions across the world.

2.1. Compare the established political and legal systems in major global economies.

Answer:

Most nations currently operate diverse political and legal structures having its particular advantages and challenges.

• United States: The United States follows a federal government structure that distributes authority between state authorities and national administration. There exist two systems of law in the United States; the first one is the common law branch.
• China: China maintains communism in its governmental structure, while the Communist Party maintains total power for decision-making. Current laws within the nation are derived from civil law principles.
• Russia: Under Russia's federal system of government, the national government maintains a power-sharing arrangement with regional governments. Our legal system operates under a civil law foundation.
• European Union: Power in the European Union is distributed between several bodies, including implementing bodies at both EU and member state institutional levels. Law as it exists in the United States is founded on common law principles.
• India: Within India's governmental structure, power rests jointly between the central national government and the various governing authorities of each state. The United States operates under legal principles derived from common law.

Different political frameworks, along with legal codes, have their specific strengths and weaknesses; thus, particular countries need to examine their individual needs before selecting the most suitable framework.

2.2. Appraise institutional arrangements in different countries in the fields of corporate governance, training, welfare and trade unions.

Answer:

Worldwide institutions exist to manage corporate governance systems, training delivery and welfare structures, and trade unions.

• United States: The United States operates corporate governance through an elected board of directors, which receives its power from shareholder selection. The delivery of corporate training typically falls under private company responsibility. Through Social Security and Medicare programs, the government distributes welfare payments to its citizens. Trade unions operate within a company's organisational buildings.
• China: The Chinese corporate governance system operates as a hierarchical system because party officials hold most of the power throughout multiple levels of leadership. GuidIdiot. This training is typically funded by government resources. Welfare distributed by the government operates through two main programs that include the rural subsistence allowance and the urban resident subsistence allowance. Trade unions establish themselves according to industry-based categories.
• Russia: Russian corporate governance bases its system on shareholder-elected boards of directors who control decision-making authority. The government supplies training for employees in most cases. Through programs including pensions and disability benefits, the government offers welfare assistance to its residents. Trade unions, in most cases, operate at the level of individual companies.
• European Union: Under the European Union, corporate governance organisations delegate their authority to a board of directors, which shareholders. The delivery of training happens through government institutions. Through programs such as pensions and disability benefits, the government delivers welfare support. Trade unions typically operate in industry sector-based settings.

A nation's desired institutional framework influences its corporate governance systems, which exhibit major structural diversity, while the best framework depends on its distinctive needs and ambitions.

2.3. Critically analyse research concerning how workplace cultures vary around the world.

Answer:

Several studies investigate workplace cultural differences that exist across global locations. Some of the key findings from this research are as follows:

• Workplace cultures demonstrate major differences across nations, together with fundamental variations within the same territorial boundaries.
• The way work is organised, along with its structure, greatly affects what form the workplace culture takes.
• Several elements form workplace cultures, including historical national traditions with economic conditions and political dimensions alongside social values of populations.
• Workplace cultures create major effects on employee satisfaction and motivation, which also influence productivity and company performance metrics.
• Work organisation depends on individual circumstances and cannot be standardised because approaches that succeed in a certain context lack value for different settings.

Research findings indicate that different work organisation approaches work best for various countries or companies because each situation demands unique organisational methods.

2.4. Advice about the major ways in which people practice varies globally.

Answer:

The methods organisations use to manage their human capital differ substantially throughout international jurisdictions. Employee relations show significant variation when analysed across different countries throughout the world. Workers in Europe benefit from legal institutions that require employer communication with employee representatives, but the United States maintains voluntary employee relations practices. The variation in approaches to job security, pay alongside benefits along working hours creates different results.

Although national and regional contexts for training and development practices have different standards. Japanese employees’ training model becomes alive as a continuous systematic process beginning with the first day of employment to of the final day of the worker’s professional life. Where skill shortages appear, the United States offers training programs, but training mostly responds to demand in the United States.

There are special methods that handle HRM operations such as recruitment, selection, and performance management in different regions and different nations. As argued, the HRM practice in China remained strongly connected to Confucian traditions, whereas the HRM practice in the United Kingdom derived from liberal individualistic perspectives.

7OSO05 Assignment task 3: Be able to manage staffing and employment practices in international organisations.

3.1. Design an appropriate international staffing strategy, including for expatriate staff.

Answer:

To develop the international staffing strategy, multiple essential variables need to be taken into consideration. Requirements for expatriate staff are critical to designing an international staffing strategy.

Since expatriate employees have a cultural experience, they can bridge the gap between different offices in different countries, and this benefit makes the international organisation an international organisation. Importing expatriates to run international operations can be quite expensive to hire and difficult to fit into an organisational structure.

There is a reason you need to look closely at the pros and cons of your decision before employing expatriate staff. Factors you’ll need to consider include:

• The nature of your business
• The size of your company
• The distance between offices
• The availability of local talent
• The cost of expatriate staff
• The difficulty of managing expatriates

The impact of technology on the design of an international staffing strategy requires very careful examination. Global technologies have now made it possible for all employees of the world to work remotely.

Now, organisations are using technological solutions to support distance work operations. If you’re considering using technology to staff your international offices, you’ll need to consider the following factors:

• Current remote job limits are sufferable tasks and acceptable combinations between it workers and it tech.
• The availability of technology in your target market
• Organisational costs will increase with the setting up and keeping up of the infrastructure needed for remote working operations.
• The impact on company culture

Organisations need to thoroughly evaluate these key elements to create effective international staffing strategies. When you are considering staffing your International Offices, which you choose is going to be more or less a function of your company’s specific requirements.

3.2. Plan the effective management of talent in international organisations.

When planning the effective management of talent in an international organisation, it is important to consider the following:

The organisation’s workforce strategy. This type of design necessitates that the organisations locate the correct ability on the right job, and keep up a suitable abilities assortment via workforce structure.

The talent management process. First, organisations need to have their workforce framework of the required skill set and expertise, followed by a search for existing talent that has these capabilities.

The recruitment and selection process. Recruitment processes must be created by the organisation that matches the workforce strategy, and the organisation must target to hire appropriate candidates.

The induction process. This will provide new members with an entry process that clearly delivers essential organisational information, including role understanding and awareness of values.

The performance management process. Through the performance management process, employees should be given back them on their accomplishments and on how they can improve their contribution through their work output.

The training and development process. This process allows employees to get the proper job skills and work experience and chances to advance their professional level.

AC 3.3 Justify the case for equality, diversity and inclusion in international contexts. 

Since it increases business competitiveness, international organisations should provide justifications for the sufficiency of their commitment to the necessity of diversity and inclusion. Workforce diversity is diverse, and such a fresh perspective brings innovation and organic growth. Inclusion is good for organisations because all employees glean emotional validation while contributing to their whole field of employment, and are concurrently involved in what surrounds all of them.

Organisations with a diverse membership and an inclusive culture demonstrate superior performance than their non-diverse competitors. An analysis by the McKinsey study shows that industries with high gender diversity had a 15 per cent better financial performance than the industry average established across their national economies at those companies.

Organisations that are competitively superior across different international contexts are those that successfully manage diversity plus inclusion.

7OS05 Assignment task 4: Understand effective and sustainable people management activities in international contexts.

AC 4.1 Critically discuss the major challenges facing people practice managers in international organisations.

Answer:

International organisations pose the sort of problems that people practice managers will need to tackle with some skill.

The first challenge will be managers leading a workforce composed of a band of workers, each showing a different nationality and cultural background. Because workers have their values, and expectations regarding work procedures also go together, managers have to grapple with complex challenges.

Difficulties arise with such people, practice managers trying to manage performance across multiple workforce locations. However, effective performance evaluation across multiple locations is hard since the review of results between sites requires extensive monitoring capabilities.

The last significant management challenge facing international organisations is the management of global talent. On a global scale, hiring and acquiring employees becomes difficult because identifying and finding great candidates from across the globe will be complex.

AC 4.2. Influence effective communication practice in international organisations.

Answer:

The success of any organisation depends heavily on their ability to communicate effectively. Multinational companies need effective communication because employees work from different countries and speak different languages.

There are several factors to consider when developing an effective communication strategy for a multinational organisation, including:

• The system provides equal access to organisational information irrespective of employee physical positions.
• Employee-sharing of information, along with ideas, should occur between different global locations.
• Transparent communication methods enable different departmental and location-based units to interact.
• A culture within the organisation must foster open exchange of information between employees.

An ideal communication approach for multinational organisations must recognise the exclusive requirements and operational difficulties that come from operating across multiple nations. Organisations achieving effective communication between employees, regardless of location or language, spend time creating specific communication strategies.

AC 4.3. Assess the effective management of performance in international organisations.

Answer:

An international organisation must examine multiple points to successfully manage its performance output. Organisations must establish a direct performance management strategy as their first step. A comprehensive system should explain performance measurement methods as well as required targets alongside protocols for addressing challenges. All team members should comprehend and accept their duties toward the performance management approach.

The standard practice is to continuously monitor and conduct reviews of performance according to the installed performance management strategy. Measuring performance throughout the period allows organisations to locate specific areas that need improvement. All workers should receive performance-based feedback from their organisations. Feedback significant to employees must be both actionable and directed towards weaknesses they should address.

When issues emerge, it becomes vital to tackle them quickly. Depending on the situation, managers should speak with the employee while giving more training or using disciplinary measures as needed.

Leadership at an organisation must recognise great achievements and give awards to stellar performers. Recognition of staff successes leads to improved employee motivation which stimulates better performance from others.
Organisations need to evaluate these variables to achieve effective international performance management.

4.4. Justify the need for flexible working initiatives in international organisations.

Answer:

• Flexible working programs serve essential functions for international business organisations. Some of these reasons include:
• The flexible work setting allows employees to manage their work responsibilities together with their other financial commitments.
• Having flexible work protocols creates both lower workplace stress and happier employees.
• improving productivity and motivation;
• attracting and retaining talented staff.

International organisations implement flexible working programs that include arrangements like flexible schedules, remote work options and job job-sharing systems and condensed working formats. International organisations pose the sort of problems that people practice managers will need to tackle with some skill.

The first challenge will be managers leading a workforce composed of a band of workers, each showing a different nationality and cultural background. Because workers have their values, and expectations regarding work procedures also go together, managers have to grapple with complex challenges.

Difficulties arise with such people as practice managers trying to manage performance across multiple workforce locations. However, effective performance evaluation across multiple locations is hard since the review of results between sites requires extensive monitoring capabilities.

The last significant management challenge facing international organisations is the management of global talent. On a global scale, hiring and acquiring employees becomes difficult because identifying and finding great candidates from across the globe will be complex.

References

Books

Brewster, C., Houldsworth, E. and Sparrow, P. (2016). International human resource management. 4th ed. London: CIPD Kogan Page

Collings, D.G., Wood, G.T. and Caligiuri, P.M. (eds) (2015) The Routledge companion to international human resource management. Abingdon: Routledge.

Crawley, E., Swailes, S. and Walsh, D. (2013). Introduction to international human resource management. Oxford: Oxford University Press.

Dicken, P. (2015) Global shift: mapping the changing contours of the world economy. 7th ed. London: Sage
 
Edwards, T. and Rees, C. (2017) International human resource management: globalization, national systems and multinational companies. 3rd ed. Harlow: Pearson Education.

Hofstede, G. (2001) Culture’s consequences: comparing values, behaviors, institutions, and Organisations across nations. 2nd ed. London: Sage.

Hofstede, G., Hofstede, G.J. and Minkov, M. (2010) Cultures and Organisations: software of the mind – intercultural cooperation and its importance for survival. Rev. 3rd ed. New York: McGraw Hill.

Hollinshead, G. (2009) International and comparative human resource management. Maidenhead: McGraw Hill Education.

House, R.J., Hanges, P.J. and Javidan, M. (eds) (2004) Culture, leadership, and Organisations: the GLOBE study of 62 societies. London: Sage.

Özbilgin, M.F., Groutsis, D. and Harvey, W.S. (eds) (2014) International human resource management. Cambridge: Cambridge University Press.

Rees, G. and Smith, P.E. (eds) (2017) Strategic human resource management: an international perspective. 2nd ed. London: Sage

Reiche, B.S., Harzing, A.W. and Tenzer, H. (eds) (2019) International human resource management. 5th ed. London: Sage.

Steers, R.M. and Osland, J.S. (2020) Management across cultures: challenges, strategies, and skills. 4th ed. Cambridge: Cambridge University Press.

Suutari, V. and Brewster, C. (2009) Beyond expatriation: different forms of international employment. In: Sparrow, P. (ed.) Handbook of international human resource management: integrating people, process and context. 
Chichester: John Wiley. pp.131-150.

Tarique, I., Briscoe, D. and Schuler, R. (2016) International human resource management: policies and practices for multinational enterprises. 5th ed. Abingdon: Routledge.

Trompenaars, F. and Hampden-Turner, C. (2012) Riding the waves of culture: understanding cultural diversity in global business. 3rd ed. Boston, MA: Nicholas Brealey Publishing.

Zweigert, K. and Kotz, H. (1998) An introduction to comparative law. 3rd ed. Translated by T. Weir. Oxford: Oxford University Press.

Journal articles

Black, J.S. and Gregerson, H. (1999) The right way to manage expats. Harvard Business Review. Vol 77, No 2, March/ April. Pp52-60.

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