Articles for Hospitality Management - MyAssignmenthelp.com

Question: Write about theArticles for Hospitality Management. Answer: Article 1# When Culture Doesnt Translate Erin Meyer critically described how working in an organization internationally can be troublesome in terms of shared norms and assumptions. Colleagues and clients working in the local organization can help them to share their own views, communicate easily and affect decision-making process as the culture is similar which leads to collaboration (Bjrkman et al. 2013, p.201). However, when the companies internationalize employees gets dispersed geographically and critically lose their interests as different countries react to inputs differently, decision-making process tends to be different and communicating process is different as well which leads to implicit communication and corporate culture clashes against local culture. Due to these factors, trust erodes between regional office and head office which significantly impacts the success of the company. The process of cultural disintegration and traditional solutions are no longer valid while companies internationalize. Erin Meyer crit ically provides five essential principles which can help the executives to prevent disintegration from running the business successfully. Efficiently applying these principles in management can help the company to enhance the chances of success (Awadh and Alyahya, 2013, p.1068). The five principles are identification the dimensions of difference, offering a voice to each member, protection towards the creative units, efficient training in key norms and being heterogeneous. Article 2# Japanese Business Discourse of Oneness In terms of the global business world, English dominates the sector as a lingua franca. English is widely spoken all over the world and it is considered as the language of international business. It is widely considered by the international managers that undermining English fluency can lead to enhance the ability in global communication which is desired for business globally (Girard and Harris, 2013, p.440). However, English should not be termed as a language for global communication as there are various perspectives of different communicating cultures which should also be considered for effective communication. The Japanese language is one of them which have unique features and communication styles. The inheritance and acceptance of the Japanese and other languages must be considered for achieving common business ground in terms of local workers, partners, expatriates, buyers, and sellers. Continuous dialog with mutual empathy is desired between these members for respecting the cult ures and values of each party which will definitely bring success and trust factor. Humanity is much more needed than nationality which should be considerably achieved by respecting self and others goal of interaction (Hatzky and Stites Mor, 2014, p.139). Empathy in transregional and transnational communication transcends cultural, national and regional boundaries which are critical in terms of successful global business. Article 3# Ten Most Useful Websites for Conducting Business with China The Chinese market has largely opened its market to the world; hence it is required to learn the business culture, business environment, marketplace as well as legislative regulations for gaining the strategic positioning of business. The ten listed websites will provide the complete details of the Chinese market (He et al. 2013, p.191). The first website critically provides details about commercial information, business facilitation, trade promotion and policy support for U.S. The second website is a B2B portal for China-U.S business and incorporates two main stakeholders. The third website provides details about the comprehensive resources of Chinese business. The fourth website provides detailed information about business and investment promotion which is assisted by Ministry of Foreign Trade and Economic Cooperation and regional government authorities. The fifth website lets foreign investors learn about the up-to-date statistical data of China as desired. The sixth website is th e leading B2B service provider in terms of growing market of e-commerce in China. The seventh website provides details about China market in terms of international trade. The eight website describes Chinas international economic and trade cooperation (Witt and Redding, 2013, p.298). The ninth website details about procurement and sourcing of products from China. Lastly, the tenth website provides detailed information in terms of media news, business sources and information in a daily basis. Article 4# The US Struggles in APEC's Trade Politics American political structure is a driving force behind the activities of APEC such as the implementation of liberalization measures, the establishment of free trade area, the establishment of guidelines and security issues in terms of terrorism activities. The 1st and 2nd period among the four periods were critically objected by Japan and China (Terada, 2013, p.51). However, in the 3rd period, the Asian members did not support Bush in terms of combating terrorism by APEC even though it was considered as the primary structure in terms of economic cooperation. They typically supported the East Asian regionalism while excluding the U.S. Later in the 4th period, U.S. supported APEC as the primary structure for liberalization and forced for TPP. During this period, trade liberalization rooted through APEC in the form of discriminatory, reciprocity-based norms and legally binding. This, in turn, resulted in American coalition-building approach by promoting Trans-pacific partnership or TPP as an existing integration structure. This created a competitive ground in terms of regional trading policies with china that eventually became intense (Feinberg, 2003, p.1039). This is the first time when U.S. typically combined its norm and preferred agenda together. The TPP is a wide challenge towards the rise of regional trade politics of China as a quality regional framework beyond WTO. Article 5# Saving the Business without losing the Company In the business year 1999, the standardization and combination of the business platform of two well-renowned companies namely Nissan and Renault had made a huge impact globally. The CEO of Renault Louis Schweitzer had initiated the process by leading a turnaround strategy for Nissan at Tokyo which was a struggling Japanese motor giant (Ghosn, 2002, p.43). This was typically due to the fact that the two companies Nissan and Renault had agreed upon an essential strategic alliance among them. The agreement was assumed that Renault will be providing $5.4 billion debt of Nissan and in return, Renault will take 36.6% of equity stake from the Japanese company. This deal critically assisted both the companies and made wide sense as Renault will reduce the debt of Nissan and Nissan will strength in the North America will significantly fill the gap for Renault. The skills and capabilities of both the companies were unique which on combining enhanced their capabilities at a higher stake (Park, 2013, p.4379). Renault was well known for its innovative and creative design in the global world whereas Nissan is known for its quality skills in engineering. This had created a huge impact globally and gained a competitive advantage as well. Article 6# Fostering Transformative Global Leadership Leadership is culturally influenced, socially constructed and defined within social, environmental and historical contexts. Leaders must change their strategies based on the changing markets, solve complex problems and coordinate among compelling differences in a larger scale. For enhancing the abilities and skills of future leaders, the innovative approach incorporates appreciative inquiry methods, self-authorships, global leadership enhancement and cultural competency (Lozano et al. 2013, p.11). The formative approach is formed for preparing leaders that are eligible to handle social challenges, construct inclusive organizations and incorporate intercultural partnerships within different global communities with various cross-cultural abilities set. Global leaders are engaged towards influencing international communities in terms of sharing common goals and visions. Global leadership focuses on comprehending the relationship between leaders and followers towards the external environ ment that are featured by steady flux, interdependence, and ambiguity. However, enhancing global leaders in undergraduate level is quite challenging and requires analysis and practices to set the appropriate beliefs and values in them. The culturally relevant leaders must have the capacity and ability to solve any complex challenges as well as work across and within differences (Muff, 2013, p.505). This strategy will help to transform the agent of the undergraduate level into quality leadership talent during the crucial enhancement period. Reference List Journals- Awadh, A.M. and Alyahya, M.S., 2013. Impact of organizational culture on employee performance.International Review of Management and Business Research,2(1), p.168. Bjrkman, I., Ehrnrooth, M., Mkel, K., Smale, A. and Sumelius, J., 2013. Talent or not? Employee reactions to talent identification.Human Resource Management,52(2), pp.195-214. Feinberg, R.E., 2003. The political economy of United States free trade arrangements.The world economy,26(7), pp.1019-1040. Ghosn, C., 2002. Saving the business without losing the company.Harvard Business Review,80(1), pp.37-45. Girard, B. and Harris, L.M., 2013, October. Considering world history as a space for developing global citizenship competencies. InThe Educational Forum(Vol. 77, No. 4, pp. 438-449). Taylor Francis Group. Hatzky, C. and Stites Mor, J., 2014. Latin American Transnational Solidarities: Contexts and Critical Research Paradigms.Journal of Iberian and Latin American Research,20(2), pp.127-140. He, J., Mao, X., Rui, O.M. and Zha, X., 2013. Business groups in China.Journal of Corporate Finance,22, pp.166-192. Lozano, R., Lukman, R., Lozano, F.J., Huisingh, D. and Lambrechts, W., 2013. 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