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essay写手招聘:IBM在印度扩张的关键原因

essay写手招聘:IBM在印度扩张的关键原因

此外,彭明盛指出,考虑到IBM在印度的扩张,关键因素在于以低成本获得劳动力。然而,他一直认为印度的技术基础也是极其重要的(Doole和Lowe 2008)。IBM可以考虑在印度寻找一个更大的高度熟练的人力资源来源,为全球服务运营和全球无缝转移提供人员。值得注意的是,大多数印度人都精通英语。然而,处于初始阶段的IBM在整个组织的人力资源开发中面临着压力。这对于将自己视为全球公民和全球专业人士的工程师和管理人员的培养是必要的,他们能够毫不费力地在全球各地移动,并在几个国家的背景下表现出有效的商业活动(Hill et al., 2012)。

essay写手招聘:IBM在印度扩张的关键原因
组织设计以使业务与现有的或新的业务模型保持一致,以及最大化效率水平的关键战略方法而闻名。通过明确工作职责,重新定义工作及其相互关系,可以最大限度地提高这种效力。此外,组织的治理机制和其他要素对于推动新的支持性行为的业务结果和战略变化至关重要(Lakkaraju和Ajmera 2011)。

essay写手招聘:IBM在印度扩张的关键原因

Further ahead, it has been noted by Palmisano that the key factor considering which IBM expanded in India was focused on gaining accessibility of labour at low cost. However, he has been arguing that the base of technical skills in India is also extremely significant (Doole and Lowe 2008). IBM can consider looking for a larger source of highly skilful human resource in India for staffing the global operations of services and seamless movement across the globe. It is worth noting that majority of the Indian population is fluent in English language. However, IBM, being in an initial phase, is facing the thrust in the development of human resource across the organization. This is required for the production of engineers and managers seeing themselves as global citizens and global professionals, who have the ability of moving effortlessly across the globe and performance of effective business activities in the context of several nations (Hill et al., 2012).

essay写手招聘:IBM在印度扩张的关键原因
Organizational design are known for enabling businesses for the alignment of the organization with the existing or new model of business, and the key strategic approaches for maximizing the level of effectiveness. This effectiveness can be maximized by the clarification of responsibilities at work and redefinition of job along with their relations with each other. In addition, mechanisms of governance and other elements of the organization are crucial for driving business results and strategic change with respect to new supportive behaviour (Lakkaraju and Ajmera 2011).