SHCM

STRATEGIC MANAGEMENT OF MULTINATIONAL FIRMS
Case Discussion Student’s Name
Institutional Affiliate

Strategic Management of Multinational Firms
The management of multinational corporations consists of a series of operational issues that collectively differ across their functional points (Shamsi, 2013). Therefore, the top management of an entity needs to conduct extensive research regarding operations by addressing the challenges and developing new strategies at their subsidiary firms (Glinkowska, 2016). These strategies comprise of risk-taking to enhance changes management scope. The development of corporations in different countries usually yields different outcomes concerning the different national factors (Singh, 2012).
For instance, at Atlantis Global Corporation (AGC), under John Dawson, who is the CEO, has presented several challenges the facing organization. One of the profound issues that the organization has failed to address is the cross-cultural team challenge. The AGC has three primary and significant subsidiaries across three continents; Asia, Africa, and South America. These subsidiaries majorly focus on bulk production of electronic circuit boards. The cultural challenge defines the different ways of working, values, and perception of the people. In this case, the subsidiaries of the corporation have ignored the cultural blocks which influence performance and effective staff management.
It is essential for this organization to address the cultural competence through the integration of employees into specific standards, policies, attitude, and behaviors.

The cultural perception thus differs across the subsidiary companies and presents the staff management which reduces employee turnover (Glinkowska, 2016). Therefore, cultural competence practice creates a clear social understanding of employees which boost their morale at work which increase their productivity. The essential strategies for managing the multicultural team at AGC consist of acknowledging the existing cultural gap among the group. Secondly, is through developing a structure to shape the employees and managing norms and removing irrelevant social practices affecting the performance (Shamsi, 2013).

References
Glinkowska, B. (2016). Managing Teams in the Multicultural Organizations. Journal Of Intercultural Management, 8(2). doi: 10.1515/joim-2016-0009
Shamsi, T. (2013). Leadership: Managing a Multicultural Organization. SSRN Electronic Journal. doi: 10.2139/ssrn.2328374
Singh, D. (2012). Emerging economies and multinational corporations. International Journal Of Emerging Markets, 7(4), 397-410. doi: 10.1108/17468801211264315