Essays --

According to Mondy, Noe, & Gowan (2005), global dimensions such as variations in pagan practices imply that the success of memorial tablets depend on managements ability to market and manage in multiethnical settings. To a greater extent, organizations that operate only within one farming enjoy the benefits of relations with a carnal knowledgely homogenous set of ethnic, legal, and economic variables. When a come with operates multiple businesses in several countries, it is not blessed with such relative uniformity (Mondy, Noe, & Gowan, 2005). Consequently, the human choice management function in international companies such as Four Seasons Hotels and Resorts is significantly complicated by the motivating to adapt human resource management procedures and policies to the differences among the various countries in which the organization operates. With respect to the model of Four Seasons Hotels and Resorts, there are several issues that Kathleen Taylor (President, worldwide Operations) should focus on so as to create a sleep in concepts related to cultural awareness and control mechanisms. These issues include cultural factors, economic factors, labor cost factors, and industrial relations factors.In the case of cultural factors, it is a widely accepted fact that wide-ranging cultural variations in different countries demand corresponding variations in human resource practices among an organizations foreign subsidiaries. For example, the cultural norms in a country like Japan or other Far East countries and the richness that people place on the patriarchal system has an effect on the typical Japanese workers perception of his/her relationship to the employee. Consequently, this has an bend on how that person works. Such cultural diff... ...es of each business unit. The chairperson must have the experience and capacity to manage generational and cultural diversity in the complex global environment.The communication strategy sedulous by the compan y should transmit the values, image and objectives of the company as the finest family or destination away from home that meets and exceeds the needs of diverse clients and breed it from time to time. The president should orient the organization to administer a results-driven onrush. This approach sets targets for each department and ensures that those goals are achieved through evaluation and control. She should be broad-minded to allow views of other departments to form the basis of her decisions. Finally, the president should keep herself au courant with the happenings in the hotel industry and benchmark accordingly through expert advice and endless learning.