International Management When Businesses Go Term Paper

Pages: 12 (3571 words)  ·  Style: APA  ·  Bibliography Sources: 12  ·  File: .docx  ·  Level: Master's  ·  Topic: Business


After establishing its presence in these cities of the country, Fast Communications can expand its operations to other cities and towns in order to grow on a continuous basis.

4. Technological Forces:

Fast Communications operates in the telecommunication industry. Therefore, it not only has to make huge investments on Research and Development in its own country, but also has to keep itself abreast of the changes in the technological environment in the entire world. While penetrating in the Australian market, Fast Communications will first have to analyze the competitive environment in the country, i.e. The strategies and actions of the local firms in Australia. In order to keep itself on the competitive edge, Fast Communications will have to provide products and services that are advanced, well-priced, and able to cater the needs of the target customers.

5. Competitive Forces:

Competitive forces entail the pressures and threats which are imposed by the competitor firms from the industry. Fast Communication will have to compete with these local competitors in order to survive and ensure a sustainable future in the industry. These local competitors may consist of well-established large scale businesses as well as small scale telecom service providers. Competitors are an important environmental force because it directly impacts the customer base, sales volume, and profitability of the company. Fast Communications will have to deal with this competition if it wishes to develop its presence in the new market, gain a high market share, and become a successful multinational telecommunication service provider (Kotler & Armstrong, 2008).

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Cultural Profile

TOPIC: Term Paper on International Management When Businesses Go Assignment

Australia has a diverse culture -- the population consists of local citizens as well as large number of immigrants from other countries and regions. All types of family systems are found, i.e. independent, joint, and separated. Overall, Australians are open-minded and eager towards modernized products and services. Fast Communications can mainly target families for its high definition television channels and home digital telephone sets; students (youngsters and teenagers) for games, music, and movies; and professionals and business corporations for super-fast internet services.

When Fast Communications will expand its business operations from local to international level, it will have to deal with diverse people from different cultures and regions. These people will eventually become its customers, employees, suppliers, distributors, and investors. In order to deal with the diverse kinds of customers, Fast Communications will have to train its employees in different sections of customer services like public dealings, problem solving, technical services, etc. The same issues will be faced when it will have to do recruitment for its international offices. The recruitment of new employees will be done from the host country. The workforce hired for this international expansion project will consist of members from different cultural backgrounds, races, nationalities, and religions (Lancaster & Withey, 2007). The management of this culturally dispersed workforce will also be a hard challenge for Fast Communication's managers.

Fast Communications will receive a positive response from the local governments, suppliers, distributors, and other key stakeholders whereas a revolting response from its competitors. The local government will take this international expansion project of Fast Communications as a positive sign for the country because it will facilitate in improving its telecommunication infrastructure, bring more capital in the industry, increase the level of employment, and attract related industrialists to take advantage of this investment in the country. The suppliers and distributors will find a new customer for their business in the form of a well-established Latin American corporation.

Organizational Chart

Figure 1 shows the proposed organizational chart for Fast Communications for its international business expansion strategy in Australian region. The President and CEO of the Australian region will head all the Chief Operations officers of the company like Chief Finance Officer, Chief Operating Officer, Chief HR Officer, etc. The Chief Operating Officer will supervise the performance of all the directors of the company and will report to the President and CEO. This organizational structure is proposed because Fast Communications needs a functional structure in order to perform effectively in a multifaceted and complex environment (McDaniel & Gates, 1998). In this way, the Directors will not directly report to the President. Instead, they will have to show their performance to the Chief Operating Officer who will report their progress and formulate policies in the supervision of the President.

Director Social Media

Director Diversity Mgt.

Director Supply Chain

Director Marketing

Director Finance

Director HR

Director Operations

Director Brand Mgt.

Director Legal Affairs

Director Production

Corporate EVP [Supply Chain]

EVP, Chief HR Officer

EVP, General Counsel and Secretary


Chief Operating Officer

EVP and Chief Financial Officer

Chief Brand Officer

EVP Operations

President and CEO

Australian Region

Figure 1: Organizational


for Fast Communications in Australia

Staffing Policy for Top Managers

Fast Communications can make hiring of top managers from both parent and host countries. In either case, it will have to offer attractive salary and compensation packages. These packages should be competitive enough to keep the managers motivated and committed towards their job responsibilities. While doing recruitment for its international project, Fast Communications can invite open applications from host country as well as from third countries. At the same time, it can call highly qualified, talented, and skillful managers from its parent country offices and Headquarters to perform their duties as expatriates on its international assignments. The extra financial and non-financial benefits which Fast Communications may have to offer to its expatriate managers include housing allowance or Cost of Living Allowance, Hardship allowance, travelling allowance, medical and health insurance, etc. (Tellis, Stremersch, & Yin, 2003).

The expatriation of managers from parent country is recommended to the company because it has an edge over other staffing policies. That is, the managers who will come from parent country to serve their company on its international projects will be familiar of its policies, working patterns, operations, and internal culture. They will not need to be trained before they can join the company in Australia. On the other hand, newly recruited staff will take time to learn the organizational working patterns and cultural values.

Leadership and Motivational System

Fast Communications will have to use directional and transformational leadership styles on its international project in Australia. Through directional leadership, the employees will learn the company's mission, vision, and strategic goals; whereas transformational leadership will keep them attached to their job responsibilities through effective guidance and training. The newly recruited employees will have to undergo a complete training session before the start working for the company. This training session will consist of initial orientation and subsequent workshops in which employees will learn the organizational values, working pattern, work options, their specific job responsibilities, and the expectations of the company from them.

The managers will also have to use different motivational techniques to encourage their newly recruited employees to work harder and more dedicatedly. The most effective motivational technique is individual attention to each employee. The managers must look over and supervise the performance of each employee who comes under their control and assess his progress over time. The high performing employees should be given a fast-track to move upward in the organization whereas low performers should be motivated to perform well. In order to ensure high employee commitment, superior organizational productivity, and low employee turnover, Fast Communications should offer mark-to-market salary packages to its employees. Money is the biggest motivational factor in the business world. If Fast Communications wants to get its work done in an effective and efficient fashion, it will have to keep its employees motivated through both monetary benefits as well as through performance appraisals on periodical basis.

Communication Problems

Due to a culturally dispersed workforce, the managers at Fast Communications will have to face serious communication problems at the workplace. The employees who will come from different regions will not be able to understand the cultural values or communicate with their coworkers effectively. In order to solve such problems, the managers will have to build a strong organizational culture at Fast Communications. They will have to make the employees learn the cultural values of other employees, respect their cultures, work with mutual efforts, and share their information with each other. The communication channels can be made more effective in order to boost up the communication process in both horizontal (between different departments) and vertical (from lower to upper) directions.

Control Issues

In addition to the environmental forces and cultural issues, the managers at Fast Communications may also face serious control issues in the company's day-to-day affairs. In order to avoid these control issues, the managers will have to keep an effective check and balance of all the activities and affairs of their staff. The performance of the company should be monitored and reviewed on periodical (weekly, monthly, or quarterly) basis and compare this performance with the set benchmarks or standards. If any deviation from the standards is found, the managers must take some corrective actions in order to solve the problem and meet the set standards. Moreover,… [END OF PREVIEW] . . . READ MORE

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How to Cite "International Management When Businesses Go" Term Paper in a Bibliography:

APA Style

International Management When Businesses Go.  (2012, December 18).  Retrieved August 3, 2021, from

MLA Format

"International Management When Businesses Go."  18 December 2012.  Web.  3 August 2021. <>.

Chicago Style

"International Management When Businesses Go."  December 18, 2012.  Accessed August 3, 2021.