Ronald Reagan Leadership - 808 Words

There are many definitions of a leader and how their leadership skills can be described. One of the theories developed to study leadership is trait approach. Also known as great man theories, it was developed to explain how traits influenced leadership. This theory suggested that certain people were born with special traits that made them great leaders. (Bass,1990; Jago,1982). For this applied leadership mini paper I chose Ronald Reagan as my leader. Through this paper I would like to enlighten how the Trait approach theory helps me to analyze him as a successful leader. â€Å"In his lifetime, Ronald Reagan was such a cheerful and invigorating presence that it was easy to forget what daunting historic tasks he set himself. He sought to†¦show more content†¦Ã¢â‚¬Å"The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things.† ― Ronald Reagan References: DSouza, Dinesh. Ronald Reagan: How an Ordinary Man Became an Extraordinary Leader. New York: Touchstone, 1997. Print. Bates. M. (2002, May23). Ronald Reagan- A real leader with real legacy. [Online document]. Retrieved from [http://www.freerepublic.com/focus/news/687263/posts] McCarthy.D (2008, February19). Ten leadership lessons from Ronal Reagan. [Online document, blog]. Retrieved from [http://www.greatleadershipbydan.com/2008/02/ten-leadership-lessons-from-ronald.html] Childers, Dennis. The World Desperately Requires Leaders like President Reagan. Yahoo! Contributor Network., 4 Sept. 2007. Web. 18 Oct. 2012. [http://voices.yahoo.com/the-world-desperately-requires-leaders-like-president-513016.html?cat=9]. Connerly, W. (2000). American Civil Rights Institute. Ronald Reagan Lecture Series. Retrieved from http//:ACRI NEWS -Remarks by Ward Connerly, at Ronald Reagan Lecture Series, Ronald Reagan PresidentialShow MoreRelatedLeadership Qualities Of Ronald Reagan1629 Words   |  7 Pages Leadership Of Ronald Reagan When looking for an individual with very clear management styles as well as leadership skills that made a significant impact on both the United States and internationally, the first person that came to mind was Ronald Reagan. Not everyone can be both a manager with the ability to direct successfully and a leader with extraordinary proficiencies, but Reagan had the gift. It is not so hard to find a manager with leadership qualities or to find leaders with effective managerialRead MoreThe Leadership Styles of John F. Kennedy and Ronald Reagan Essay980 Words   |  4 PagesThe purpose and the intent of this paper are to compare and contrast the leadership styles and scope of influence of two historical leaders. 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Willy Wonka and the Chocolate Factory as Judeo-Christian...

Willy Wonka and the Chocolate Factory as Judeo-Christian Allegory nbsp; nbsp; In the classic childrens film, Willy Wonka and the Chocolate Factory, which is based on the novel Charlie and the Chocolate Factory, the author and writer of the screenplay, Roald Dahl presents the viewer with a strikingly vivid metaphor that compares fundamental Judeo-Christian beliefs with, thats right, candy. The basic figures in the religion are given representational roles in the film that do not hide, but instead sugar coat their meaning. Even the basic concepts of the religion are cleverly placed in the film so that their symbolism is both recognizable and utilitarian. Overall, the film metaphorically presents the dichotomy of†¦show more content†¦The fifth golden ticket is eventually found by young Charlie Bucket, played by Peter Ostrum. Charlie is a pure hearted poor child who survives on cabbage water in a small house with his mother and four grandparents, including Grandpa Joe played by Jack Albertson. nbsp; The viewer first sees Wonka forty-five minutes into the film as he greets the contest winners at the gates of his factory. The winners are allowed to bring with them one member of their own family, and Charlie has brought his Grandpa. The group then enters the factory and begins the tour. On the way however, a certain disaster befalls each of the contest winners: Augustus falls into a chocolate river and is carried away by a pipe; Violet snatches a piece of unperfected chewing gum and turns into a blueberry; Veruca, while dancing and exclaiming give it to me now is dropped down a garbage chute that leads to the furnace; upon the presentation of the prototype for Wonka-Vision, Mike decides that he wants to be the first person to be sent by

Management Principles Market Entry Strategies Free Essays

Executive Summary This report has been written to seek to explore the management principles, which may be applied by businesses when they seek to enter new international markets. The report shall be split into three parts, which will focus on different elements of this. Firstly, the various market entry strategies, which are available to firms who are intending to become international businesses, shall be briefly described. We will write a custom essay sample on Management Principles: Market Entry Strategies or any similar topic only for you Order Now Secondly, three market entry strategies shall be discussed (including their definitions, the basic decisions required to implement these and the positive or negative aspects of each of these strategies). Finally, an analysis of a market entry strategy, which has been used by IBM to move their business into China from the United States (U.S.) shall be analysed and discussed. Then a number of conclusions shall be drawn in relation to market entry strategies and how they have been utilised by firms to date. Introduction This report has been written to seek to explore the management principles, which may be applied by businesses when they seek to enter new international markets. The report shall be split into three parts, which will focus on different elements of this. Firstly, the various market entry strategies, which are available to firms who are intending to become international, shall be briefly described. Secondly, three market entry strategies shall be discussed (including their definitions, the basic decisions required to implement these and the positive or negative aspects of each of these strategies). Finally, an analysis of a market entry strategy, which has been used by IBM to move their business into China from the United States shall be analysed and discussed. The first of these topics shall now be briefly discussed. Market entry strategies available for a firm intending to become international. When an organisation has made a decision to enter an overseas market, there is a variety of options open to it (Meyers et al. 2009). These options will be varied depending upon the cost, risk or the degree of control, which can be exercised over them (McDonald, Burton and Dowling, 2002). However, the easiest way which a firm may enter a new market is by using a form of entry strategy derived from exporting (Morsink, 1998). This may be implemented by using either a direct or indirect method such as, an agent or countertrade (Morschett, Schramm-Klein and Swoboda, 2010). However, there are more complex ways through which firms may seek to enter new international markets (Porter, 1980) these may be derived from the undertaking of joint ventures, or export processing zones (Roberts and Hite, 2007). Cunningham(1986) identified five strategies, which have been used by firms when they are seeking to enter foreign markets, these are: Technical innovation strategy. This is when a firm see ks to create an image so that they are perceived to have superior products. Product adaptation strategy – This is when a business modifies an existing product. Availability and security strategy – This is when a firm seek to overcome transport risks by countering perceived risks. Low price strategy – This is when a firm use a low price to penetrate the new market. Total adaptation and conformity strategy – This is when a firm use a foreign producer to manufacture their products (Cunningham, 1986: 9). Therefore, from the above, we can ascertain that there are a number of market entry strategies, which may be used by firms to seek to enter new international markets. In the next section of this report, three of these shall now be discussed in more detail. Three market entry strategies, which firms may use to become international businesses There are three main entry strategies, which may be used by firms to enter international markets. These are direct, indirect or foreign based (Dunning, 1985).Each of these has a number of advantages and disadvantages. For example, a direct strategy involves the sharing of risk and knows, may be only means of entry into an international market or may be source of supply for third country (Dunning, 1985). Each of these is advantageous and may be implemented through an agent, distributor, government or an overseas subsidiary. However, the disadvantages associated with this approach are that partners may not have full control or management within a company, it may be impossible to recover capital, there could be disagreements between purchasers or third parties or partners may have different views on the exported benefits of the goods or services in question (Ferrell and Hartline, 2008). In comparison, indirect approaches involve trading companies, export management companies, piggy backing or countertrading (Glowik and Smyczek, 2011). Furthermore, foreign based market entry strategies enable companies to set up their operations in other countries. So there are a variety of ways in which organisations can enter foreign markets.Three of these methods shall now be outlined in more detail. The first of these is the use of export processing zones. This is often defined as a zone within a country, exempt from tax and duties, for the processing or reprocessing of goods for export (Croft, 1994). This is a foreign market entry strategy, which is derived from the use of licensing, joint venture, contract manufacture or ownership (Griffin, 2008). In order to determine if this is the best approach, a firm will need to ascertain if there is a demand for their product, they will need to identify potential partners and they will need to ascertain if their earnings will be advantageous from adopting this market entry strategy. The advantages of using this approach are that the host country obtains know how, there is capital, technology or employment opportunities created within the country in question, there could be foreign exchange earnings and this helps foreign internationalization is enabled more easily (Gwartney, Stroup, Sobel and MacPherson, 2009). However, the disadva ntages of this approach are that partners do not have full control or management of their business, it may be impossible to recover capital, there could disagreements between parties as they may have different views on exported benefits or other business topics (Lane, 2006). The second approach, which may be used to enter a foreign market, is often based on bartering. Bartering is defined as the direct exchange of one good for another (Kotler and Armstrong, 2008). In order to determine if this is the best approach, a firm will need to ascertain if there is a demand for their product, they will need to identify potential partners with whom they may barter goods and they will need to ascertain if their earnings will be advantageous from adopting this market entry strategy (Schultz, Robinson and Petrison, 1998). The disadvantages of this approach are that it may involve short-term investments, capital or employment movements, transaction costs and benefits, the business is not part of economy so it may be aliened, laws may be different or create more bureaucracy (Smith, 2011). However, they are simple to administer, there is no currency and they are commodity based valuation or currency based valuation, so there are also a number of advantages to adopti ng this approach. The third method, which may be used by firms to enter a foreign market, is referred to as countertrade (Williamson, 1975). Countertrade is when a customer agrees to buy goods on condition that the seller buys some of the customer’s own products in return (Kotler and Armstrong, 2008). In order to determine if this is the best approach, a firm will need to ascertain if there is a demand for their product or a demand for their partners, they will need to identify potential partners from which they make purchases and they will need to ascertain if their earnings will be advantageous from adopting this market entry strategy (Williamson, 1985). The advantages of this are that it is a method of obtaining sales by retaining a seller and it is an effective method of breaking into a closed market. However, the disadvantages are that there may be usage differences or variety differences between products and locations, it is difficult to set a market price and there may be inconsistenc ies in the delivery and specification of the product or service quality (Glowik and Smyczek, 2011). Each of these three market entry strategies may be employed by companies who wish to enter foreign markets. However, what has been interesting is the recent shift in companies moving to China (Hira and Hira, 2008). This shall be discussed using IBM as an example (Highbeam.com, 2005). Analysis of the market entry strategy of IBM to move their business into China from the United States. In recent years, according to Hira and Hira (2008), a number of multi-national companies, which have been based in the United States, have started to move their operations to China. This is sometimes referred to as off shoring. Off shoring is when companies seek to move parts of their operations to other countries. One example of this is the U.S. company named IBM, which is moving their business China. In this scenario, the market entry strategy, which is being adopted by IBM, is based on knowledge transfer and a foreign market entry strategy (Glowik and Smyczek, 2011). Additionally, IBM is adopting a total adaptation and conformity strategy as they are using a foreign producer to manufacture their products (Cunningham, 1986). This is a big move for IBM, which is a multinational technology and consulting corporation with headquarters based in Armonk, New York in the U.S. They produce and market computers, to both businesses and domestic consumers. The manufacture and develop b oth hardware and software, and provides infrastructure, hosting and consulting services in areas covering many divisions from mainframe computers to nanotechnology (Shelly, 2010). Originally IBM had twenty-five 25 research and development (RD) centers in the US, Europe and Asia. However recently it has decided to establish two major research and development centres in Beijing and Shanghai of China. This move has been undertaken to seek to take advantage of the emerging markets and economies in China and to encourage the technology development in an open standard and open source code (hHghbeam.com, 2005).This has brought a number of advantages to IBM due to the low labour costs, the high technological centres which already exist in China and a general reduction in their overheads due to the lower operating costs (Thomson and Sigurdson, 2007). Therefore, this move has been advantageous to them in a number of ways. However, they have also been able to take advantage of entering this new market as their products and services are now being utilized in China too (Engardio, Roberts and Bremner, 2004). To this end, this move has been good for IBM. However, one must also consider that there may be a number of disadvantages for this company in the future such as, the company may not attain full control or management of their business or it may be impossible to recover capital should these new investments in China fail (Lane, 2006). However, to date IBM seems to be reaping the benefits of this move, only time will tell if this has been beneficial overall. Conclusions From the above, we can ascertain that there are a number of market entry strategies, which may be used by firms to seek to enter new international markets. Each of these has a number of positive or negative aspects which must be considered carefully by businesses before they enter new markets as is shown by IBM who have moved their business into China from the United States. References Croft, M. J. (1994), Market segmentation: a step-by-step guide to profitable new business, New York: Routledge. Cunningham, M.T. (1986) â€Å"Strategies for International Industrial Marketing†. In D.W. Turnbull and J.P. Valla (eds.) Croom Helm 1986, Davidson, W. (1982). Global strategic management. New York. Wiley. Dunning, J. H. (1985). Multinational enterprises, economic structure, and international competitiveness. New York. Wiley Engardio, P., Roberts, D. and Bremner, B. (2004) ‘The China Price’, Business Week, 3911, pp. 102. Ferrell, O. C. Hartline, M. D. (2008), Marketing Strategy, Mason: Thomson Higher Education. Glowik, M. Smyczek, S. (2011), International Marketing Management: Strategies, Concepts and Cases in Europe. Germany: Oldenbourg Wissenschafts Verlag GmbH. Griffin, R. W. (2008), Management. 9th edition, Boston, MA: Houghton Mifflin Company. Gwartney, J. D., Stroup, R. L., Sobel, R. S. MacPherson, D. (2009), Economics: Private and Public Choice. Mason, OH: South-Western Cengage Learning. Highbeam.com (2005). IBM to Set Up 4 RD Centers in China. [online]: http://business.highbeam.com/436093/article-1G1-129005819/ibm-set-up-4-rd-centers-china Accessed on 08/08/2013 Hira, R. Hira, A. (2008), Outsourcing America: the true cost of shipping jobs overseas and what can be done about it. New York: AMACOM books. Kotler, P., Armstrong, G. (2008), Principles of marketing, New Jersey: Prentice Hall. Lane, H. W. (2006), International Management Behavior, Fifth Edition, Malden, MA: Blackwell Publishing. McDonald, F., Burton, F. Dowling, P. (2002). International business. Cincinnati: South Western College Publishers. Meyer, K. E., Estrin, S., Bhaumik, S. K., Peng, M. W. (2009). Institutions, resources, and entry strategies in emerging economies. Strategic management journal, 30(1), 61-80. Morschett, D., Schramm-Klein, H., Swoboda, B. (2010). Decades of research on market entry modes: what do we really know about external antecedents of entry mode choice?. Journal of International Management, 16(1), 60-77. Morsink, R. L. A. (1998), Foreign direct investment and corporate networking: a framework for spatial analysis of investment conditions. Cheltenham: Edward Elgar Publishing Limited. Porter, M. E. (1980), Competitive Strategy: Techniques for Analysing Industries and Competitor, New York: Free Press Roberts, J. T. Hite, A. (2007), The globalization and development reader: perspectives on development and social change. London: Blackwell Publishing Ltd. Schultz, D. E., Robinson, W. A. Petrison, L. (1998) Sales promotion essentials: the 10 basic sales promotion techniques — and how to use them. New York: McGraw – Hill. Inc. Shelly, G. B. (2010). Discovering Computers 2010: Living in a Digital World, Complete. Boston, MA: Course Technology Cengage Learning. Smith, T. J. (2011), Pricing Strategy: Setting Price Levels, Managing Price Discounts Establishing Price Structure. Natorp boulevard: South – Western Cengage learning. Thomson, E. Sigurdson, J. (2007), China’s science and technology sector and the forces of globalization. London: World Scientific Publishing Co. Pte. Ltd. Williamson, O. E. 1975. Markets and hierarchies – analysis and antitrust implications. New York: The Free Press Williamson, O. E. 1985. The economic institutions of capitalism: firms, markets, relational contracting. New York: The Free Press How to cite Management Principles: Market Entry Strategies, Essay examples

Threats Related to the Global Team-Free-Samples for Students

Question: Discuss about the Challenges Managing Global Team. Answer: This assignment sheds light over the three objective viz. threat, impacts and measures that play a pivotal role in the management of global teams. The assignment helps to serve the various points related to the three main objective of the work with regard to assorted challenges that are faced by concerned individuals in the management of global teams. Moreover, there are several impact on a company that arises from the issues derived from managing global teams. The same has been critically analysed from the viewpoint of various renowned authors. Furthermore, it is noticed that several authors have complied with the fact that managing global teams are one of the most critical challenges faced by organizations, while some scholars have denied to this opinion, thus creating assorted arguments. However, after analyzing various viewpoints of assorted scholars it is forked out, that uncountable challenges are faced by firms while managing global teams and the same affects the performance o f the company to a certain extent as well. Introduction In this assignment, the various benefits, risk and the remedies of a global team will be discussed. This assignment highlights on the various challenges faced by the managers or stakeholders while managing the global team (Bird and Mendenhall, 2016) Global team refers to a group of individual skill and efficient workers who perform at the company, renowned globally (Crane and Matten, 2016). Global team is a very responsible and quality server, who perform their duties and helps the company to flourish (Browne et al., 2016). In this assignment, the main challenges faced while managing the global team are highlighted below: The prime objective of this study is to get an overview of the threats and issues related to the global team. In this case, various threats and risk that the global team may face will be discussed. The secondary objective of the study is to find the impacts of the threats over the global team. Moreover, the impacts of the threats over the global teams will be discussed and a scenario based on assumption regarding the impact can be seen. Apart from that, the study also aims to identify the prime measures of global team. In this regard, various measures and steps to be taken will be discussed and how those measures may bring change in the working of the global teams. Literature review In this part of the assignment, all the three mentioned topics will be discussed, by which it will be easy to look into the current scenario and find the challenges of the global teams and the remedies to serve to them for ensuring better performance. Threats experienced in managing global teams In every global company there are some threats related to it as well as some future risk that may arise under certain condition. According to Bird and Mendenhall (2016), there are mainly four challenges faced by the global teams. They are: Lack of clarity: In a global team there are members from different countries who have different native tongues, which makes a problem of communication gap between the workers and efficient flow of the work stops. According to Henderson, Stackman and Lindekilde (2016), key messages get a common phenomenon lost in translation. Poor phone connection and multitasking team members can find it difficult to converse in a conference call. On the contrary to this, Browne et al.,(2016) mentioned that clear communication skills must be develop among the various team members without breaking the flow of the team, which will bring them opportunity to understand the various points discussed in meeting. Slow decision making: Decisions regarding the global managing teams should be very accurate and quick. Slow decision making hampers the functioning flow of the global teams. According to Birdand Mendenhall(2016), in a day, only few hours are considered as awake time, when the workers have some time in common, when a meeting can be scheduled and attained by the members of the team. Also with the lack of clarity between members, the decision making process can go in snail pace. As per the viewpoint of Toubiana, Oliver and Bradshaw (2016), video conferencing should be introduced in teams that will provide them a better opportunity to deliver their message with proper expression and emotion, which will help to tackle the complex situations. Also a one-to-one meeting must be arranged so that the communication gap gets narrow among the team members. Disjointed conflict resolution: When the workers mainly deal with their clients and colleagues, they deal via email. But at times when they need to face their clients and colleagues verbally, the members find it difficult to communicate. According to the viewpoint of Collings (2016) tongue messages should not be sent via email in terms of communicating or delivering a complex message. On the contrary, Boutellier, Gassmann and Von Zedtwitz (2016) argued that body language and tone plays a great role at times when every member is trying to communicate with one another, or else it would be hard to manage delicate situations that may slow the work flow process. Face-to-face meetings will speed up the business and execution of orders faster. Conflicting corporate culture: The culture of a company plays a great role in constant interaction and strong bonding among the tea members. In accordance with Crane and Matten (2016) a close relationship between the team members may bring effect in the working, implementation of laws among the team and bring the team to a downfall as due to close interaction of members, the team may not find a will to work instead of spending time with their colleagues. Similarly, Galliers and Leidner (2014) mentioned that actions should be taken against the members to ensure their comfort regarding their leisure time by arranging get together and creating team playing atmosphere within the organization that may help to develop the wellbeing corporate culture. Factors impacting companies while tackling issues related to managing of global teams In this part of the assignment the discussion will be held over the various impacts of certain factors that will show both the good and bad impact on the company scenario in terms of handling global teams. Start Small: Often companies plan to achieve big goals by starting big and huge business transactions and organizing plans, which ultimately brings trouble over the company for that period. On the other hand Galliers and Leidner (2014) suggested the method of choosing a small start with a limited goal and objective which can be easily achieved buy the team members. Provide a Stable Organizational Context: During that period of time when changes and reforms in the organization takes place at that time managers focus on those reforms other than focusing on the global projects. According to Moran, Abramsonand Moran(2014), managers needs to analyze the situation and the affects that the company might face when the global projects are not been considered or looked by the managers, for which the team cannot complete the task allotted to them. Assign Oversight and Support Responsibility to a Senior Manager: Project teams often hesitate and struggle to handle some situations regarding the global project. Distance project have thus caused a break in the flow of operation to be executed and order to be followed. Contrary to this Erez et al.,(2013) stated that single location projects are providing a better result as compared to other global project as the single location project are being operated under the senior executive manager, who provides information and knowledge of the work and operates the team in an efficient way. Appoint a Lead Site: In this global innovation era, every site will see the project in their own perspective. That is why all sites do not carry the same weight and the resource it provides. According to Pirkkalainen and Pawlowski (2014), there should be a leading site, where one can acquire the genuine information they are seeking for. Invest Time Defining the Innovation: Single location project are known for their inappropriate outlook, as the one that has been estimated and the result obtained varies. In accordance to Erez et al., (2013) collocation projects serves better as they shares a vast knowledge between the two locations and teams. When a projected is divided due to the time zones, cultures, and languages, the team members find it difficult to cope up with other teams working on the same project. Allocate Resources on the Basis of Capability, Not Availability: Allocation of resources is a great point to consider, as resources play a great role in the uprising of the company. According to the viewpoint of Nielsen (2010), availability approach distributes the projects to make the best use out of the human resources. Selection of team should be carried out in terms of the individual ability of the team member. Build Enough Knowledge Overlap for Collaboration: Collaboration helps a company to overlap several risks and issues at once, which shows their insufficient knowledge regarding market operation. According to Nielsen (2010), a company should not depend upon its competitor in order to avoid the various risk and issues related to the operating market, agreeing to collaborate bounds the limitation of the company to a certain extent. Limit the Number of Subcontractors and Partners: In most of the global projects that are undertaken by the global company, a part of it is allocated to the subcontractors and partners of the company, which will help them maintain a proper relationship. On the other hand Nielsen and Nielsen (2013) said, maintaining external relationship with the subcontractors and partners consumes time, energy and resources. Instead of investing on the external parties and keeping extra burden, the company must allocate other team to the work, in order to bring efficient working skill among the team members. Do not Rely Solely on Technology for Communication: Execution of global projects is only achieved by proper communication. Without communicating, there will be no exchange of information related to the global project. In this modern era technology and communication serves a great place in our daily lives as well as in various fields. On the contrary to this, Nielsen and Nielsen (2013)stated that dependence on communication and technology will make the member partly inefficient as the member will be lacking confidence at times he have to communicate live in a meeting. Measure that can be adopted to sort out issues of managing global teams Clearly specify the task objective and align with organizational strategic initiatives: It is an important function of the team to set a clear task objective, in order to align with the company goal and policies with organizational initiatives that are taken for the betterment of the organization. The initiatives are globally efficient, responsive and organizational learning or knowledge creation. If the team members know about their objective regarding the task allocated to them, then the team will meet short deadlines with great success. It is the duty of the manager to provide his team a basic outline of their work and duties, which they need to, perform in order to assure the objective of accomplishing the goal. Make resources available: Resources play a crucial role in the team performance. More the resources available and allocated to the team more will the team perform better. In order to assure the availability of resources, the stakeholders or managers needs to conduct a meeting for resource assessment. However, according to Anantatmula and Thomas (2010) if the managers find a misbalance with the rich and poor quality of resources, he might invest in resources before the team is setup for that area. In a globalized world if a firm wants to remain competitive, investment is needed to be done in the global collaboration support systems, which will eventually raise the growth of the firm and availability of resources. Select team members who have the skills, abilities and experience to work in a global team: Team members of a global team needs to be very efficient and skillful, as they need to face many uncertain issues with their daily work load. According to research it has been found that, members who can perform the core task are more effective and beneficial for the team. Global team members must be both perceptive and receptive as per the scenario of the need. In accordance with Christopher et al.,(2011) tools like Global Personality Inventory (GPI), helps the global company to find the individual quality of the members that are working in the company. Create a sense of urgency: Urgency plays a mark against the company to show their performance and skilful work, and the efficient use of time and resource management. A sense of urgency can arise from environmental factors like the marketplace and organization. It depends upon the managers to convey a sense of urgency to their team members by the way they frame outline and provide the goal and objective to their team members. The managers need to provide deadline to their team members so that their efficiency may not get wasted. Conclusion After reading the assignment, it can be concluded that there are various challenges faced by the global organizations. These challenges have as adverse impact on the system of the organization for which some problems arises and the flow of work interrupts. Moreover, from this study it will be seen that there are certain challenges can be counteract with the given measures. Every of the measures are serve to prove an efficient way of avoiding issues and conflicts regarding the company performance in the global market as this directly relates to the efficiency of the workforce of the firm. Globalization plays a huge role in bringing facility to the market but in order to avail those opportunities, the company must serve their best to secure its position in the global market. References Anantatmula, V. and Thomas, M., 2010. Managing global projects: A structured approach for better performance.Project Management Journal,41(2), pp.60-72 Bird, A. and Mendenhall, M.E., 2016. 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