【正文】 cultures. And increasingly, businesses of all types are involved with an evergrowing variety of countries and cultures.People39。換句話說(shuō)，採(cǎi)行科層式的正式結(jié)構(gòu)未必使組織資源的運(yùn)用更為有效，但是卻可以因其合法性的增進(jìn)使外界對(duì)其認(rèn)可與支持，是故，即使沒(méi)有效率亦不影響組織的運(yùn)作與生存。s or a local petrol station for Shell or BP). In many countries (particularly true in most locales in the US) even these types of firms confront many of the plexities of international business. These plexities include: (1) the hiring of employees who e from another country, culture, and language (recent immigrants) or their families (who may have been born in the new country, and are, therefore, now citizens, but who may still be more familiar with the language and culture with which they grow up at home than with that of their family39。d probably e a cropper (失敗) when we internationalized. We need experience now.2. The importance of study IHRMACTION Demonstrate the issue by a case in ShanghaiSupplementary material from China Daily, 20080102, page 5Shanghai ‘heaven’ for expatriates~ 60,000 foreign professionals drawn to opportunities in cityBY WANG HONGYI AND QIAN YANFENGSHANGHAI: For 28yearold Selvamaniam Kosala, working in Shanghai is both a refreshing and rewarding experience. The electronics engineer from Kuala Lumpur, Malaysia, moved to the city in November 2005 with her husband, a product manager for the AsiaPacific region of Royal Philips Electronics. Kosie, as she likes to be called, said that while she was quite content with her life and work back home, the opportunities offered in a rapidly developing China were just too good to resist. I think I made the right decision. Kosie said. The city provides great opportunities for foreigners like us who want to start a career here. Kosie works in the technical writing division at IBM in the city39。s managers, however, were not satisfied with this success, they wanted to turn Harry Ramsden39。 Small and mediumsized enterprises (SMEs)216。 International business (IB)216。s premium (特級(jí)的) fishandchip shops, Harry Ramsden39。 but its biggest potential target market is seen as Japan. In an experimental shop in Tokyo, the Japanese took to this product, despite their traditional aversion to greasy food. So Harry Ramsden39。As the global economy expands, as more products and services pete on a global basis and as more and more firms operate outside their countries of origin, the impact on various business functions bees more pronounced. Practitioners in all business functions must develop the knowledge, skills, and experience in the international arena which will enable them and their firms to succeed in this new environment. This new reality is just as true (as this course will demonstrate) for the HRM function as it is for other business disciplines, such as finance or marketing, which often get more attention. The purpose of this course is to describe the knowledge, skills, and experiences necessary for the successful management of the IHR function, a function that is increasingly performed by all employees in panies, including HR professionals (in the HR department), managers and nonmanagers. Forms of International HRMIn the case of HRM, internationalization can take many forms. For practical purposes, HR managers in most types of firms can or will confront at least some aspects of internationalization. This is to say, the globalization and technology factors that have led to there being no place to hide for business, in general, have also led to there being no place to hide for the HR professional. Human resource professionals can find themselves involved in and therefore must understand IHRM issues in any of the following possible situations (which include HRM positions in all types of firms, not just international HR positions within the types of firms usually focused on, ., working at the headquarters of an MNE or in the parentcountry operations).In all cases, the international aspects of the situation increase the exposure and liabilities for HR managers and place on them everincreasing demands for new, internationally focused petencies. This text is dedicated to helping develop the understanding and petencies necessary for HR managers to succeed (personally and professionally as business contributors) in the international arena. The operation of parentcountry firms overseasThis situation involves working as a parentcountry HR professional in the main or regional headquarters of the traditional multinational enterprise (MNE). Increasingly, this could also mean working as an expatriate HR manager in a foreign subsidiary of an MNE. This is the bestknown of the international business situations and includes, for example, a parentcountry HR manager working in the headquarters or parentcountry operations of firms like CocaCola, Ford, Motorola, and Citibank from the US, orShell, Ericsson, and Unilever from Europe, or sony, and Acer from Asia, all firms that have extensive foreign business activity. Typical headquarters IHRM responsibilities include selecting and preparing employees for and transferring them between the various country locations of the firm, determining and administering pensation and benefit packages for these international assignees, and establishing HRM policies and practices for the firm39。 both in the areas of international management and business, and international HRM (Phatak, 1992。 The forms of operating HR。s culture:Gives them a sense of who they are, of belonging, of how they。s productive capacities. The crux of this theory is that people are of value to the grganization because they make it productive. In essence, the organization has invested in people just as if they had invested in machinery, viewing them as an additional type of capital.. Life cycle theory Life cycle theory notes that there are several stages of the life of an organization. These stages have been described as startup, growth, maturity, decline, and revival. As an organiz