Business Education across Regions: The Case of the Middle East

Business Education across Regions: The Case of the Middle East

Mohammad Ayub Khan (Tecnológico de Monterrey, Mexico)
Copyright: © 2015 |Pages: 17
DOI: 10.4018/978-1-4666-6449-4.ch015
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The competences (knowledge, skills, and values) required to work in different regions of the world are different to a greater extend. The cases of failures of expatriate managers in foreign assignments and corporate alliances are found in abundance in the existing literature on international business and management. This demands that the business schools offer educational programs that are regionally focused and culturally inclusive. Even though such student-centered and culturally focused programs may cost the institutions in the short term, such strategic actions may be a source of competitive advantage for many of them. In this chapter, the human resource management culture in the Middle East is discussed to exemplify how national and corporate cultures vary from region to region and thus influence the management competences to work in a particular region, nation, or culture.
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The Basics Of Human Resource Management

Though contemporary theories (i.e. Heathfield, 2014), to explain HRM, include names like human capital management, human talent management and social capital management, however, the conventional term “HRM” still remains dominant in the existing literature on management. HRM has also been looked at as national or international HRM. While national HRM looks a national cultural variables (language, politics, economics, law, society, custom and traditions) when designing strategies, practices, policies and procedures, whereas international HRM consider such variables in an international context. For example, international HRM considers issues like differences in national cultures while developing training programs for its staff (host national and home national) and expatriate workers. International HRM therefore, is more complex than national HRM. Other terms like international HRM, transnational HRM, global HRM and multinational HRM have also been used interchangeably in the existing literature on management. Regardless of the name or term used, HRM is one of the major functions of management including planning, organization, direction, production, finance, marketing, human resource management, distribution, supplies for example. Human resource management is the key for the success of any organization regardless of its size, origin, nature of business and history etc. HRM is simply about:

  • Human resource planning for the future.

  • Recruitment and selection process.

  • Orientation, training and development programs.

  • Incentives and compensation packages.

  • Performance evaluation and promotion systems.

  • Labor union relationship management approaches.

  • Career and life planning.

  • Overall organizational development.

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