The case study of the Expatriate Management of the AstraZeneca organization appears to have many topics the organization has done well to include how to treat these types of employees when their work requirements take them to another country for an uncertain amount of time. There is always possible lessons learned that may not be so much for the organization but rather the employee and their quality of life when they become an expatriate. The requirements for this task may be difficult, but the organization can help with what is required along the way from the very beginning to the end of the assignment. The article does not talk about family relations which could be something done better. Management of an expatriate can be a crucial task if the organization does put effort into making these types of employees feel as if they are doing something worthwhile for themselves, their family and the organization. According to Oltra, Bonache, and Brewster (2013) expatriate employees play a vital role in strategic goals and AstraZeneca understands this fact because according to Deresky (2013) they have a strong growing reputation for their expatriate management. AstraZeneca’s leadership has thought ahead and as Deresky (2013) points out they have put more planning into the selection of who the organization …show more content…
The organization leadership should not think of this as a good to have but a must have and AstraZeneca does just that. I few key points that they do well, according to Deresky (2013) is first they assign the expatriate an international assignment manger. According to Oltra, Bonache, and Brewster (2013) this type of assignment can be costly, so assigning an international assignment manager could be the main reason that the organization is so successful with their
“Filling the shoes of a remarkable, experienced, and thoughtful leader such as Mr West is a formidable task. However, I am really honored to have been given such a wonderful opportunity and excited about the challenges and opportunities that lie ahead,” said Mr. Leschly. This is a huge step forward in my career and I am looking forward to leading the company as we embark on this new journey. The company has a reputable history of leadership and success in the pharmaceutical industry and I hope to
On the basis of these findings, I recommend that Johnson & Johnson is a considerable place for employment for someone who is seeking to be part of a pharmaceutical organization
Osland, Joyce Sautters. "Working abroad: a hero's adventure." Training & Development Nov. 1995: 47+. Academic OneFile. Web. 26 Nov. 2013.
Wood, E (2010, December). Enhancing Performance by Reducing Uncertainty in Expatriate Assignments. Retrieved from http://www.regent.edu/acad/global/publications/rgbr/vol4iss1/RGBRVol4Iss1Art3.pdf
While there are many various global issues that affect the International Human Resource Management to run efficiently, there are two key concepts that play a major role in understanding how to approach them with cohesive and a well coherent strategy; they are the International Human Recourse Management Strategy and Understanding the Cultural Environment. In the International Resource Management strategy, many companies will do their research in finding companies that offer the following:
Threat of new entrants is relatively high. Companies forming alliances are potential rivals. Even if earlier such company was not considered to be a threat, after merging with some research and development company or forming alliance with another pharmaceutical company it would become a rival to Eli Lilly. The threat is however weakened by significant research and development costs necessary to successfully enter the business. Eli Lilly’s focus on a relatively narrow market of sedatives and antidepressants weakens the threat of new entrants, but other products that form lesser part of company’s sales such as insulin and others are exposed to high threat of new entrants. The need of obtaining certificates and licenses also weakens the threat of new entrants. Discussed above leads to the conclusion that threat of new entrants is medium.
A partner to the business brings an advantage of providing additional capital, resources, and other material to develop the ABX-EGF drug program, all the while limiting the amount of risk that Abgenix takes on. For example, the drug may not develop correctly and fail in trail(s), or possibly the turns out to be unsuccessful, this after Abgenix provides a large amount of their limited resources. It’s also a benefit that the partner will have complementary knowledge, assets, and resources to market, sale, test, and develop the drug for market and/or testing. A significant hurdle is the testing phases and other regulation under the FDA Center for Drug Evaluation and Research (CDER). When the drug demonstrates its effects and the company moves forward, or makes required changes, it develops experience and knowledge that will be needed for future drug compounds. A mosaic of studies have further shown that collaboration can be a powerful tool towards higher achievement and increased productivity since collective efficacy can significantly boost groups’ aspirations, motivational investment, morale, and resilience to challenges. It’s noted that there is presence of competition in the market (AstraZeneca and Genetech), producing similar products or are in the development phase of copying the cancer fighting techniques. With that being said, adding a partner further assists Abgenix in pushing the ABX-EGF to market quicker, which decreases various costs to adapt to sudden changes. Overall, it’s in the best interest for Abgenix to join with a partner to increase the chan...
Scherer, A. (2012) ‘M&A in Big Pharma: Holy Grail or Buying Time’, Contract Pharma, 21 Mar [Online]. Available at: http://www.contractpharma.com/contents/view_experts-opinion/2012-03-21/ma-in-big-pharma/#sthash.NnrBSo3O.dpuf (Accessed at: 15 December 2013)
... that is faced by Mayo Clinic during the current time which is a strategic alternative that should be incorporated into the strategic plan before increasing the global activities abroad.
• Future plans: any indications of future plans for the business? -Fulcrum Therapeutics projects to be among the strongest biotech industries in term of technology, partnerships, venture backers and posting a competitive market position as their name as already appeared in the Fierce 15 biotechnology companies. “Fierce 15” are the top15 ranked biotechnology companies championing innovation and creativity by the biotech industry's daily monitor
We first began our analysis of Novartis by evaluating the company’s strategic direction. Novartis’ mission statement is to care and to cure. They are a company that wants to discover, develop, and successfully market innovative products to prevent and cure disease, to ease suffering, and to enhance the quality of life. Novartis also hopes to provide a shareholder return that reflects outstanding performance and to adequately reward those who invest their money, their time, and their ideas in their company. Like most companies in the industry, Novartis’ vision is to become the best pharmaceutical company through the achievement of sustainable and profitable growth. Novartis has a performance oriented culture and top down leadership style. By having a performance oriented culture the business pushes creativity and free thinking while focusing ...
Gaither informed us about international management, how she adjusted to her career, and the importance of being diverse in the workforce. International management is the practice of managing business operations in more than one country. When dealing with international management a person must be knowledgeable about the language, culture, and economic background of the various countries involved. Since Ms. Gaither was moving from one country to another she must adapt quickly to this fact. This ties into being diverse and marketable in for different careers. According to Ms. Gaither, a person that is bilingual earn 7% - 10% more income than someone who is
International businesses are also finding new ways of increasing diversity abroad. Instead of using expatriate employees as management, they are starting to hire locals. Companies that operate abroad are realizing that using expatriate employees is not a permanent solution. They are often expensive, and are not capable of translating their skills into the new environment. In a company that operates globally, it is important that the company knows how to relate to the local markets, and a great way to do this is by hiring local talent. Hiring locally is cheaper, there is not a language barrier, and they are accustomed to the business environment in the area(5). They can also help the business by providing a new perspective into international markets, and offer ways that the company can improve their diversity abroa...
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High turnover rate of expatriate: expatriate managers are frustrated with the performance and practices of local employees. And they do not have enough international experience and cross-cultural communication and sensitivity training.