I love the topic for this week since it showed the being of many country particularly Asia country about the HRM. Many Asian countries from the research that we studied in our class for the week eight was effected from the Asian crisis and can survive from the crisis by the IMF and foreign investment supported. Unavoidably the changing of HRM in Asia was influenced by USA and Europe. With these reasons, the free World trade therefore came easily to the educational system. In the education world, the free world trade became the World education; local standards of education was challenged to compare and change by the international standard of education. THe challenging for Asian country is how to balance the convergence and divergence theory in each country? How to keep on the one standard theory whereas the charming of diversity remains be kept. In application Make me realize that financial situation of my country depends on Foreigners investment, then in case the foreigners moved their financial out of Thailand, it may effect to my school also. Then we must have a good plan in order to be a security since the unexpected situation may happened. Culture is important. It’s impossible to avoid considering about it for HRM. Since I work with staffs who came from other culture, I should to learn about their culture. It will help me know about them better, such as about the way of thinking, making decision, and so on. The same criteria, or the same standard, HRM for instance, can be varied in process of working. Even it will different in procession, it remains be able to meet the same purpose with the same topic. On the other hand, no matter what culture we are, it remain use the same criteria to meet the same goal of success.
I’ve been reading book named “Leadership in Asia - Challenges and Opportunities”. It’s combined with articles from professors and CEOs, who were from both western and eastern countries. It mentioned that the common challenge for companies/enterprises is the human capital, and there were eight Asian Leadership Paradoxes, which are the issues that leaders address in their articles. These eight paradoxes and the dimension of Asian contexts are listed bellow--- 1. Organization type: Moving from State-Owned Enterprise (SOE;traditional view) to Privately-Owned Enterprise (POE) or Multinational Corporations (MNC) (emerging view), the paradox is to recognize and manage at the same time different organization types that exist within the Asian business community. 2. Family centricity: Moving from Family-based organizations to professionally managed, the paradox is to learn to respect and work within family-centric enterprises while creating professionally managed organizations. 3. Success and reinvention: Moving from rapid recent growth to reinvent for future growth, the paradox is to relish recent successes and renew to prepare for the future. 4. Governance: Moving from political masters/Bureaucracy to simple and accountable, the paradox is to recognize bureaucratic, hierarchical and political complexity and create flexible, agile and simple organizations. 5. Hierarchy: Moving from monopoly with strong centralized control to market-based organization with high agility, the paradox is to gain the internal efficiencies of working in a protected market and the external responsiveness of a market-based organization. 6. Time horizon: Moving from long term to short term, the paradox is to think long term to envision a future and act today to survive the present. 7. Polite and respectful culture: Moving from grace/courtesy to results/courage, the paradox is to maintain grace, courtesy and an Asian style, but be rigorous and demanding, and take risks. 8. Talent: Moving from attract talent with systematic process to adapt to individual talent requirement, the paradox is to invest in future talent and respond to today’s talent needs. a.In Taiwan education, we are under the process of decentralization. b.I would like to keep the polite and respectful culture. Recently in Taiwan, there are a lot of bullying going on, people wonder what’s wrong with our children---we are losing our respectful culture there! c.In order to keep up with this world, we got to up-grade our talents, such as IT and language skills, etc.
The basic premise of the academic theory of HRM is that humans are not machines; therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, industrial relations, industrial engineering, sociology, economics, and critical theories: postmodernism, post-structuralism play a major role. In this article there is a Cluster analysis of survey data from seven Asian countries and influences of US and European countries addresses the question of trends toward convergence or divergence in beliefs about hiring, training, performance appraisal and compensation practices. In the sense of Human Resource Management in Education in different countries there are debates of how far effective human resource management policies can enable schools and colleges to transcend the paradoxes of the global reform agenda. It analyses the relationship between leadership, the classroom and results, and to explore the extent to which performance is enhanced by distributed leadership and constrained by social, political and economic contexts. The following topics could be examined in the HRM educational field: • examining the current context of human resource management, by critically analyzing globalization, human capital theory, and worldwide trends in government legislation, societal values, and teacher culture(s); • exploring contemporary themes in human capital resource management, by comparing the roles of leaders and followers, on the one hand, and contrasting learning and teaching organizations, on the other; • looking at how the context of learning and teaching impact on particular contemporary practices in human resource management, by analyzing the selection and development of professionals, the remodeling of school teams and the management of performance. In summary a successful HRM in any fields requires appropriate leadership and effective communication which are depend on cultural and social values, legal and economic principles, and different learning styles according to socio-cultural base.
People-Management System in East Asia article given is very much useful for me as a leader. People -Management System is very important for the school because the school is the work place where people who those come from the different family and culture work together. To manage people and influence them to work willingly while happy, and make change is not easy, but as a leader cannot be, avoid the responsibility to be involved. From the article, the following are some my point of views to share: 1) This study is not about showing who has a more superior people-management system than others, but identifying a). what elements do exist in East Asian people-management system which is influence from the US. And Europe people management system b). what other new elements have been adopted into the existing system and then c.) what factors determining such changes
2) The counties in East Asia each have their own managing people system, which is similar and different based on their nation culture and perspective, such as Japan the Managing People -system focused on: - Lifetime employment this system is benefit as a completely family life of the employee with harmony, hierarchy, and group or family orientation, the long you work for the company the better money you earn too. - seniority based wage system, as long as the employee continue working with the company he/she will promotion in to higher level and get better salary However, some modern organization in Japan other new elements being adapted in to the existing system with the influences from US and Europe, some organization managing people system more western system. 3) I do agree on the writer’s point of view because this scheme will lead to positive change towards the “rule of law” and institutionalization, building strong social and institutional structure that enables them to attain sustainable development. 4) To use this knowledge to apply in my school or professional setting by picking some people management system that work and suite the school system and make the better change happening among the HRM office in the school. 5) The Human Resource Management Officer should be well informed about issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. He/she should be fair in dealing with his/her clientele. 6) My personal reactions to these ideas. In case of crisis and drastic changes, it a great advantage to expose the people at the HRM Office to multi –factor management style to be able to adopt other new elements with the influence of foreign influence. - Jackie-
Bonnie said --- China is the birth of the ancient philosophies that have long influenced the East Asian region, such as Confucianism and Daoism. The transformational of people-management systems towards HRM started in the middle of the 1980s. HRM as an academic concept was introduced by joint teaching arrangements between Chinese and foreign universities as well as in management practices in foreign-owned enterprises, mainly from Japan, the U.S. and Europe. Overall, the major changes started in the mid-1980s when the labour contrast system was introduced. Two important aspects are associated with the introduction of the labour contract system: 1) adopting individual labour contracts with fix-term to replace the old life time employment system (After the liberation, China undertook certain time to develop. The government could not offer enough job opposition for people. If you were given a job opposition, you would work for the job opposition for your whole life. That’s the meaning of fix-term employment system). 2).individual contracts were supplemented by collective contracts in the mid-1990s, and that provided opportunity for trade unions to be involved in signing collective contracts at firm-level and set up a framework agreement for the myriad individual contrasts in the enterprise, Since China joined the WTO, it has added an international dimension to the complicated domestic employment relations systems. Now in China, with regard to the issues of labour rights, the role of unions and labour standards, as well as broader concerns about human rights, social protection and political reform in China. In 1980s, Chairman Deng Xiaoping’s economic reforms and open door policy have led to significant change in the society. HRM is endowed the new meanings by the social development. I pay much attention to HRM. People are the core of the world.
Sarah said --- Cultural factors of each society as reinforcement motivation factors, enormously contribute in shaping the leadership style and defining people’s behavior and attitude within the organization. But in the new era, despite the differences that exist between the cultures of different countries all of them are trying to move toward developing more professional skills and standardized management approach. Even though the US has had the most influential role in developing the standardized management paradigm, its concepts didn’t come from US only and has its roots both in eastern and western societies. For instance, the idea of harmony and team work found its way from eastern culture to west while the eastern countries borrowed the notion of individual value performance reward, legalistic and institutional environment from US and Europe. The Europeans co determination and partnership approach entered into US management system and instead lend its individual values and performance reward to Europe. Accordingly, both western and eastern countries contributed in shaping the current management system.
By reading this article “Human resource management with Asian characteristics”, I am surprised, proud at the same time, that we Asian also had a model to lead people in organizations or companies though it is modified. To manage people is not an easy task. Even the same blood in a family has conflicts because of different ideas, feelings and experiences. Zhu and Warner, 2004a indicated that the key characteristics of Taiwanese management systems are hierarchy, paternalist beliefs, personal loyalty, harmony, family or group oriented and socially dependent being. I realized that the flow is the same in Myanmar (Burma). We believe that fathers are the decision makers even though they are not the bread winners anymore. We accept and practice as well as obey what the elderly of our clan said. The hierarchy and paternalist beliefs are not a surprise in Myanmar. Thus, to me, some of the youngsters of Myanmar become risk avoiders. They like to go with the flow. And another thing is that the belief. Whatever people do or being done, it is because of fate. What people are rich now is the benefit of the past life. What we are suffering injustice now is also the outcomes of the past life. If talking about culture, there are at least 135 ethnicities in Myanmar with different languages, beliefs and thinking. “Divide and rule” strategy is very relevant in this country. Here, I envy China in Asia. It also has many ethnicities but the flow of the country is much smoother because, in my opinion, the government avoids “Divide and rule” strategy. To sum up my writing, I am not able to reach to HRM, since I am stuck in the culture and belief and the ruling strategy. I think we are not being thought as resources. Anyway, this writing is not the same as what you guys have written down but if we compare the countries, my country is lacking in many things. However, I hope we be improved one day.
Jerome Said --- Human Resource Management is a powerful yet integral component to any organization. We dialogued and discussed profiles for countries. Here’s what I think you need to know in order to work at an International School like ISB: 1. There is a culture in place so before you offer suggestions on how to change it, understand it first. There have been many people before you who took the time to create and modify what is in place so understand how it came to be then implement it. 2. Learn the culture of the host country as a way to effectively communicate with the locals. You role is not of a superior but of a “guest professional.” 3. Collaborate as often as you can in order to keep learning student-centered.
I found a very interesting pattern after reading the article about Human resource management with Asian characteristics.
Whether the countries mentioned in the research, developed, developing or in a socially market economy system, they all experienced 3 important HRM reform stages, mostly strictly following the economic trend around the world.
Firstly, they all have there very traditional perspectives based on their religious or culture factors, normally tend to be family oriented, conservative and life time guaranteed.
However, with the industrialization in the contemporary period under the great impact from western world and American management cultures influence, most of Asia countries have suffered the first reform in human resource management to catch up with the world economy and in all forms of adjustment and adaptation to minimize the conflicts among the society. For Japan, they changed to be more flexible employment contract system and as for Thailand, it moves to a more performence-based pay system, both use HRM increasing the productivity, motivation and efficiency in work environment. For social economy system, with the "open door" policy of China in late 80s, the HRM idea first emerged in the most government owned industries and not really valued that much due to the social system and people's openness on the idea on "investing on people" or position HRM as a strategic role in the organization development.
After experiencing the benefits of HRM directly from western world, the Asia countries start to realize the reverse effect both in economy and culture aspects. Some good Asia culture in working environment lost like self-inspiring, sharing information, generosity and other unique Asia quantity while extremely individualism, money oriented and disrespects happens where the HRM are wrongly modified and positioned.
So the third wave come with a sense of reintroducing and restoring local culture simultaneously absorb the elite part of other HRM approaches and stay with its own characteristics not only for Asia countries, but also for America and Europe countries from their corner of the triangle to magnify the HRM magics in effective multinational or local organizational management.
To apply in an effective HRM in multinational school, we have to have a culture sensitivities in dealing with different people from different culture and educational levels. Set up the unified standard but with extensive consideration for special cases and find the significant motivational factors deeply rooted each individual's background.
Human Resource Management is importance part in every organization since it was in the management processes. For my school where I work is international school but the administration system is hierarchy due to the owner is thai. Even though there are many nationalities people from over the part of the world who have worked in the same work place. The one thing that the organization want to see is working as a teamwork. Here s what I think for working in everywhere in the world. 1.Be adaptable wherever we work because of our life must see and know different things. 2. Human Resource Management should be sensitive with the staffs who come from different background. 3. As a leader got to balance between work oriented and people oriented. Aey
I love the topic for this week since it showed the being of many country particularly Asia country about the HRM. Many Asian countries from the research that we studied in our class for the week eight was effected from the Asian crisis and can survive from the crisis by the IMF and foreign investment supported. Unavoidably the changing of HRM in Asia was influenced by USA and Europe. With these reasons, the free World trade therefore came easily to the educational system. In the education world, the free world trade became the World education; local standards of education was challenged to compare and change by the international standard of education. THe challenging for Asian country is how to balance the convergence and divergence theory in each country? How to keep on the one standard theory whereas the charming of diversity remains be kept.
ReplyDeleteIn application
Make me realize that financial situation of my country depends on Foreigners investment, then in case the foreigners moved their financial out of Thailand, it may effect to my school also. Then we must have a good plan in order to be a security since the unexpected situation may happened.
Culture is important. It’s impossible to avoid considering about it for HRM.
Since I work with staffs who came from other culture, I should to learn about their culture. It will help me know about them better, such as about the way of thinking, making decision, and so on.
The same criteria, or the same standard, HRM for instance, can be varied in process of working. Even it will different in procession, it remains be able to meet the same purpose with the same topic.
On the other hand, no matter what culture we are, it remain use the same criteria to meet the same goal of success.
Good start for this week with this reflection Tom!
ReplyDeleteI’ve been reading book named “Leadership in Asia - Challenges and Opportunities”. It’s combined with articles from professors and CEOs, who were from both western and eastern countries. It mentioned that the common challenge for companies/enterprises is the human capital, and there were eight Asian Leadership Paradoxes, which are the issues that leaders address in their articles. These eight paradoxes and the dimension of Asian contexts are listed bellow---
ReplyDelete1. Organization type: Moving from State-Owned Enterprise (SOE;traditional view) to Privately-Owned Enterprise (POE) or Multinational Corporations (MNC) (emerging view), the paradox is to recognize and manage at the same time different organization types that exist within the Asian business community.
2. Family centricity: Moving from Family-based organizations to professionally managed, the paradox is to learn to respect and work within family-centric enterprises while creating professionally managed organizations.
3. Success and reinvention: Moving from rapid recent growth to reinvent for future growth, the paradox is to relish recent successes and renew to prepare for the future.
4. Governance: Moving from political masters/Bureaucracy to simple and accountable, the paradox is to recognize bureaucratic, hierarchical and political complexity and create flexible, agile and simple organizations.
5. Hierarchy: Moving from monopoly with strong centralized control to market-based organization with high agility, the paradox is to gain the internal efficiencies of working in a protected market and the external responsiveness of a market-based organization.
6. Time horizon: Moving from long term to short term, the paradox is to think long term to envision a future and act today to survive the present.
7. Polite and respectful culture: Moving from grace/courtesy to results/courage, the paradox is to maintain grace, courtesy and an Asian style, but be rigorous and demanding, and take risks.
8. Talent: Moving from attract talent with systematic process to adapt to individual talent requirement, the paradox is to invest in future talent and respond to today’s talent needs.
a.In Taiwan education, we are under the process of decentralization.
b.I would like to keep the polite and respectful culture. Recently in Taiwan, there are a lot of bullying going on, people wonder what’s wrong with our children---we are losing our respectful culture there!
c.In order to keep up with this world, we got to up-grade our talents, such as IT and language skills, etc.
Shira
Very interesting list, let's reserve some time next class to talk about these! Thanks, Andy
ReplyDeleteThe basic premise of the academic theory of HRM is that humans are not machines; therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, industrial relations, industrial engineering, sociology, economics, and critical theories: postmodernism, post-structuralism play a major role. In this article there is a Cluster analysis of survey data from seven Asian countries and influences of US and European countries addresses the question of trends toward convergence or divergence in beliefs about hiring, training, performance appraisal and compensation practices. In the sense of Human Resource Management in Education in different countries there are debates of how far effective human resource management policies can enable schools and colleges to transcend the paradoxes of the global reform agenda. It analyses the relationship between leadership, the classroom and results, and to explore the extent to which performance is enhanced by distributed leadership and constrained by social, political and economic contexts. The following topics could be examined in the HRM educational field:
ReplyDelete• examining the current context of human resource management, by critically analyzing globalization, human capital theory, and worldwide trends in government legislation, societal values, and teacher culture(s);
• exploring contemporary themes in human capital resource management, by comparing the roles of leaders and followers, on the one hand, and contrasting learning and teaching organizations, on the other;
• looking at how the context of learning and teaching impact on particular contemporary practices in human resource management, by analyzing the selection and development of professionals, the remodeling of school teams and the management of performance.
In summary a successful HRM in any fields requires appropriate leadership and effective communication which are depend on cultural and social values, legal and economic principles, and different learning styles according to socio-cultural base.
This comment has been removed by the author.
ReplyDeletePeople-Management System in East Asia article given is very much useful for me as a leader. People -Management System is very important for the school because the school is the work place where people who those come from the different family and culture work together. To manage people and influence them to work willingly while happy, and make change is not easy, but as a leader cannot be, avoid the responsibility to be involved.
ReplyDeleteFrom the article, the following are some my point of views to share:
1) This study is not about showing who has a more superior people-management system than others, but identifying
a). what elements do exist in East Asian people-management system which is
influence from the US. And Europe people management system
b). what other new elements have been adopted into the existing system and then
c.) what factors determining such changes
2) The counties in East Asia each have their own managing people system, which is similar and different based on their nation culture and perspective, such as Japan the Managing People -system focused on:
- Lifetime employment this system is benefit as a completely family life of the employee with harmony, hierarchy, and group or family orientation, the long you work for the company the better money you earn too.
- seniority based wage system, as long as the employee continue working with the company he/she will promotion in to higher level and get better salary
However, some modern organization in Japan other new elements being adapted in to the existing system with the influences from US and Europe, some organization managing people system more western system.
3) I do agree on the writer’s point of view because this scheme will lead to positive change towards the “rule of law” and institutionalization, building strong social and institutional structure that enables them to attain sustainable development. 4) To use this knowledge to apply in my school or professional setting by picking some people management system that work and suite the school system and make the better change happening among the HRM office in the school. 5) The Human Resource Management Officer should be well informed about issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. He/she should be fair in dealing with his/her clientele.
6) My personal reactions to these ideas. In case of crisis and drastic changes, it a great advantage to expose the people at the HRM Office to multi –factor management style to be able to adopt other new elements with the influence of foreign influence. - Jackie-
Bonnie said ---
ReplyDeleteChina is the birth of the ancient philosophies that have long influenced the East Asian region, such as Confucianism and Daoism. The transformational of people-management systems towards HRM started in the middle of the 1980s. HRM as an academic concept was introduced by joint teaching arrangements between Chinese and foreign universities as well as in management practices in foreign-owned enterprises, mainly from Japan, the U.S. and Europe.
Overall, the major changes started in the mid-1980s when the labour contrast system was introduced. Two important aspects are associated with the introduction of the labour contract system: 1) adopting individual labour contracts with fix-term to replace the old life time employment system (After the liberation, China undertook certain time to develop. The government could not offer enough job opposition for people. If you were given a job opposition, you would work for the job opposition for your whole life. That’s the meaning of fix-term employment system). 2).individual contracts were supplemented by collective contracts in the mid-1990s, and that provided opportunity for trade unions to be involved in signing collective contracts at firm-level and set up a framework agreement for the myriad individual contrasts in the enterprise,
Since China joined the WTO, it has added an international dimension to the complicated domestic employment relations systems. Now in China, with regard to the issues of labour rights, the role of unions and labour standards, as well as broader concerns about human rights, social protection and political reform in China.
In 1980s, Chairman Deng Xiaoping’s economic reforms and open door policy have led to significant change in the society. HRM is endowed the new meanings by the social development.
I pay much attention to HRM. People are the core of the world.
Sarah said ---
ReplyDeleteCultural factors of each society as reinforcement motivation factors, enormously contribute in shaping the leadership style and defining people’s behavior and attitude within the organization.
But in the new era, despite the differences that exist between the cultures of different countries all of them are trying to move toward developing more professional skills and standardized management approach.
Even though the US has had the most influential role in developing the standardized management paradigm, its concepts didn’t come from US only and has its roots both in eastern and western societies. For instance, the idea of harmony and team work found its way from eastern culture to west while the eastern countries borrowed the notion of individual value performance reward, legalistic and institutional environment from US and Europe. The Europeans co determination and partnership approach entered into US management system and instead lend its individual values and performance reward to Europe. Accordingly, both western and eastern countries contributed in shaping the current management system.
By reading this article “Human resource management with Asian characteristics”, I am surprised, proud at the same time, that we Asian also had a model to lead people in organizations or companies though it is modified. To manage people is not an easy task. Even the same blood in a family has conflicts because of different ideas, feelings and experiences.
ReplyDeleteZhu and Warner, 2004a indicated that the key characteristics of Taiwanese management systems are hierarchy, paternalist beliefs, personal loyalty, harmony, family or group oriented and socially dependent being. I realized that the flow is the same in Myanmar (Burma). We believe that fathers are the decision makers even though they are not the bread winners anymore. We accept and practice as well as obey what the elderly of our clan said. The hierarchy and paternalist beliefs are not a surprise in Myanmar. Thus, to me, some of the youngsters of Myanmar become risk avoiders. They like to go with the flow.
And another thing is that the belief. Whatever people do or being done, it is because of fate. What people are rich now is the benefit of the past life. What we are suffering injustice now is also the outcomes of the past life.
If talking about culture, there are at least 135 ethnicities in Myanmar with different languages, beliefs and thinking. “Divide and rule” strategy is very relevant in this country. Here, I envy China in Asia. It also has many ethnicities but the flow of the country is much smoother because, in my opinion, the government avoids “Divide and rule” strategy.
To sum up my writing, I am not able to reach to HRM, since I am stuck in the culture and belief and the ruling strategy. I think we are not being thought as resources. Anyway, this writing is not the same as what you guys have written down but if we compare the countries, my country is lacking in many things. However, I hope we be improved one day.
Jerome Said ---
ReplyDeleteHuman Resource Management is a powerful yet integral component to any organization. We dialogued and discussed profiles for countries. Here’s what I think you need to know in order to work at an International School like ISB:
1. There is a culture in place so before you offer suggestions on how to change it, understand it first. There have been many people before you who took the time to create and modify what is in place so understand how it came to be then implement it.
2. Learn the culture of the host country as a way to effectively communicate with the locals. You role is not of a superior but of a “guest professional.”
3. Collaborate as often as you can in order to keep learning student-centered.
I found a very interesting pattern after reading the article about Human resource management with Asian characteristics.
ReplyDeleteWhether the countries mentioned in the research, developed, developing or in a socially market economy system, they all experienced 3 important HRM reform stages, mostly strictly following the economic trend around the world.
Firstly, they all have there very traditional perspectives based on their religious or culture factors, normally tend to be family oriented, conservative and life time guaranteed.
However, with the industrialization in the contemporary period under the great impact from western world and American management cultures influence, most of Asia countries have suffered the first reform in human resource management to catch up with the world economy and in all forms of adjustment and adaptation to minimize the conflicts among the society. For Japan, they changed to be more flexible employment contract system and as for Thailand, it moves to a more performence-based pay system, both use HRM increasing the productivity, motivation and efficiency in work environment. For social economy system, with the "open door" policy of China in late 80s, the HRM idea first emerged in the most government owned industries and not really valued that much due to the social system and people's openness on the idea on "investing on people" or position HRM as a strategic role in the organization development.
After experiencing the benefits of HRM directly from western world, the Asia countries start to realize the reverse effect both in economy and culture aspects. Some good Asia culture in working environment lost like self-inspiring, sharing information, generosity and other unique Asia quantity while extremely individualism, money oriented and disrespects happens where the HRM are wrongly modified and positioned.
So the third wave come with a sense of reintroducing and restoring local culture simultaneously absorb the elite part of other HRM approaches and stay with its own characteristics not only for Asia countries, but also for America and Europe countries from their corner of the triangle to magnify the HRM magics in effective multinational or local organizational management.
To apply in an effective HRM in multinational school, we have to have a culture sensitivities in dealing with different people from different culture and educational levels. Set up the unified standard but with extensive consideration for special cases and find the significant motivational factors deeply rooted each individual's background.
--Kris
Human Resource Management is importance part in every organization since it was in the management processes. For my school where I work is international school but the administration system is hierarchy due to the owner is thai. Even though there are many nationalities people from over the part of the world who have worked in the same work place. The one thing that the organization want to see is working as a teamwork. Here s what I think for working in everywhere in the world.
ReplyDelete1.Be adaptable wherever we work because of our life must see and know different things.
2. Human Resource Management should be sensitive with the staffs who come from different background.
3. As a leader got to balance between work oriented and people oriented.
Aey