global issues and challenges in health and business management

ABSTRACT

The purpose of this paper is to complement the research that has been done in global b u so far and has two objectives: to study organizational challenges in global projects, compared with those of traditional projects; and to define andglobal issues and challenges in health and business management analyze the main organizational challenges the project team members and project managers meet when assigned to global projects. The research is based on a survey sent to 550 project managers and people working in a global environment, data from 246 respondents, and 30 interviews with senior project team members. The results show that the main organizational challenges are managing the external stakeholders in the global project; the local government in the country, local content demand, local authorities, local industry, and lack of support from the base organization and management. One of the conclusions is that companies need a relationship management approach to managing these challenges in global projects. Organizational challenges are an underestimated area in projects and when it comes to an in-depth understanding of organizational challenges in global projects only a very few studies have been published compared with other project management issues. This article contributes to existing research by presenting the organizational challenges in global projects and how they differ from traditional projects.

global issues and challenges in health and business management

Today, globalization has become a reality. Advances in the field of information and technology and liberalization in trade and investment have increased the ease and speed with which companies can manage their global operations. Due to globalization, many companies are now operating in more than one country. This crossing of geographical boundaries by the companies gives the birth of multicultural organization where employees from more than one country are working together. It may be true that companies are finding these expansions as attractive and lucrative but operating and managing a global business is normally a lot tougher than managing a local company. The global business is affected by a number of factors like differences in-socio, economic, cultural, legal and political environments. The global business is also prone to a number of risks like political risk, currency risk, cross-cultural risks etc… Human resources are required to perform at all operational levels across all business units be it domestic or global. In such circumstances, the risk of cross cultural discrepancies is inevitable. The aim of this paper is to find out these challenges oragnizations face in global business management and suggest some effective solutions to managing it. This paper therefore deals with globalization Developing organization and human resource strategies across multiple borders should not simply be a matter of adapting a domestic model to accommodate changes in distance and global scale. Starting with a global mindset discussed earlier, you will have to develop a fresh perspective in order to take into consideration the unique challenges of doing business globally. Organizations are facing increased global competition, economic uncertainties, and changing markets. Technology is changing the way we conduct business and manage information. Outsourcing of significant functions within businesses and organizations complicates the landscape of supplier relations. Suppliers and vendor partners may be located in the same city, region or country. But they are just as likely to be located halfway around the world, adding new challenges to business management.

The growth of international strategic partnerships has risen exponentially in the last twenty years. Competing in a global marketplace has made it increasingly important to align business strategies with a risk management strategy that includes strengthening global supply chains and vendor partnerships. As Wiley points out, “In the near future, it is supply chains that will compete, not companies” (Wiley, 2004). Global supply chains must be carefully selected and monitored to ensure the competitive edge required to achieve success in the global market place. Typically, the first order of business has been logistics and operations. Businesses identify viable suppliers, hospitable host countries, lucrative markets, and amenable vendor partners world-wide. Then they set about drawing up agreements and operationalizing the new vendor relationships. Then the realities of operating a global business hit home and businesses scramble to understand what went wrong. I believe that part of what went wrong is that businesses missed the big picture. They become so focused on the bottom line – keeping costs down and rushing products to the consumer – that they fail to consider other factors that may directly impact their operations. Risk management strategies must include plans for dealing with an array of new threats and concerns – terrorism; cyber crime; piracy; potential political and economic instability around the globe; ethnic, religious and cultural differences; compatibility and interoperability of technological systems; global communications and transportation. Added to this list are concerns about financial viability, sustainability, compliance with national and international laws, and information security. A contextual model is presented below. And because it forms the foundation of human civilization, communication and trade, I begin this discussion with the issue of culture.CHALLENGES IN GLOBAL BUSINESS MANAGEMENT

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