7OS05 Managing People in an International Context
7OS05 was discovered under the CIPD level 7. Managing People in an International Context aims to provide learners with the knowledge they need to be more effective in a cross-cultural environment. When companies expand their scope and activity across international borders, they face substantial hurdles and complexities. Many countries have diverse people management approaches because of their cultural and institutional differences. As a result, the goal of this unit is to assess the motives and strategies that organizations utilize to operate and trade globally. It also examines the many types of international commercial operations and the ethical and practical concerns that occur in international organizations from the perspective of people management.
What you will learn
This lesson is designed to give the learner experience with people management in internal organizations. As a result, the student will better understand how firms trade, function, and expand globally. The student will also learn about the numerous ethical issues that arise in international management and employment. The learner will also comprehend why and how people management approaches vary from country to country and area to region worldwide. In addition, the student will obtain knowledge of the most common staffing tactics used by international organizations. This knowledge will assist the learner in appreciating multinational corporations’ employment plans and how to manage expatriate employees in global organizations. Finally, after completing this subject, the learner will learn how to manage people in an international setting.
This unit is suitable for persons who
| This unit is required reading for the following individuals: | • Work in an organization where they are responsible for executing human resource policy. • Have completed the CIPD Foundation Diploma in Human Resource Practice and wish to pursue a career in human resource management. • Are you a senior people practitioner looking to expand and deepen your ability, knowledge, and abilities to have a greater effect on strategy, policy, and people? • They are pursuing a professional qualification in human resources (HR) or learning and development (L&D) management to further their career. • A desire to expand their autonomy, influence, and judgement to strategically lead and drive organizations and their employees. |
Learning outcomes
| After completing this module, learners will be able to meet the following primary learning outcomes, which are further divided into sub-categories. In addition, the student will be able to comprehend the following learning outcomes: | • Recognize the main strategic and contextual forces driving global corporations’ human resource management (Learning Outcome 1). • Recognize how and why people management approaches differ in different countries and regions worldwide (Learning Outcome 2). • Be able to manage international organizations’ staffing and employment procedures (Learning Outcome 3) • Gain an understanding of how to manage people in multinational environments effectively and long-term (Learning Outcome 4). |
What are the entry requirements?
For an expert level qualification, the unit contains several formal criteria that vary by institution, while others apply to all students enrolled in the unit. Most schools have developed diagnostic methods to ensure that candidates possess the necessary qualifications to pursue a degree in Managing People in an International Context (7OS05). For example, some colleges require candidates to be at least 18 years old on or before July 1st of the academic year they wish to enrol. Furthermore, before enrolling students in a course, most colleges conduct interviews with them.
In most cases, universities need candidates to have a basic command of the English language to enrol in a course. Some, for example, demand candidates to have a C/4 or higher in English at GCSE. On the other hand, institutions follow the CIPD guideline to seek counselling before enrolling in the programme if English is not their first language. Some colleges need IELTS 6.5/ESOL Level 2 or an equivalent for students who speak English as a second language. On the other hand, other institutions prefer to analyze circumstances on a case-by-case basis.
Most, if not all, institutions need candidates to have a bachelor’s degree, CIPD level 5 certifications, and to be engaged in a human resource capacity currently or previously. Others require a Level 6 Bachelor’s degree (Hons) in a human resource-related discipline from applicants. Candidates must, however, have extensive experience in human resources tasks as a minimum requirement. Significant strategic human resource expertise may be accepted instead of a degree in exceptional circumstances, but this is subject to review. These tests ensure that students effectively finish and comprehend the units and literacy requirements.
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Reference
For students interested in pursuing this course, there are a variety of publications available. Here are a few examples that institutions across the globe extensively utilize.
Amis, J. M., Munir, K. A., Lawrence, T. B., Hirsch, P., & McGahan, A. (2018). Inequality, institutions and organizations. Organization Studies, 39(9), 1131-1152.
James, P. (2019). Major figures in the field of global studies. In The Oxford Handbook of Global Studies (pp. 50-70). New York, NY: Oxford University Press.
Lavelle, J. (2018). 13: International Human Resource Management. Human Resource Management, 252.
Lizier, A. L., & Reich, A. (2021). Learning through work and structured learning and development systems in complex adaptive organizations: ongoing disconnections. Studies in Continuing Education, 43(2), 261-276.
Mishra, P., Shukla, B., & Sujatha, R. (2021). Human Resource Management for Organisational Change: Theoretical Formulations. Routledge.
Mulvie, A. (2021). Learning and Development for a Multigenerational Workforce: Growing Talent Amongst Age Diverse Employees. Routledge.
Rees, G., & Smith, P. (Eds.). (2021). Strategic human resource management: An international perspective. Sage.
Reiche, B.S., Harzing, A.W. and Tenzer, H. (eds) (2019) International human resource management. 5th ed. London: Sage.
Steers, R.M. and Osland, J.S. (2020) Management across cultures: challenges, strategies, and skills. 4th ed. Cambridge: Cambridge University Press.
Taylor, S. (2018) Resourcing and talent management. 7th ed. London: CIPD Kogan Page. [Forthcoming, 8th ed., December 2021.
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