Gene, M. & Helpman, E(2002) stated that companies perform Global Outsourcing Processes in order to expand their business activities into international markets. Global market is a place where a number of rival companies perform their business activities and new companies enter the market continuously. Existing companies create a strong base in the international markets by acquiring their market share and command in the market.

These discussions justifies that the existing companies in the market gives tough competition to the new companies that are entering to the market for the first time. Newer companies face a stiff competition due to this and try to implement newer strategies in order to compete with their competitors and survive in the market. If a company performs its business activities in international market then that particular company has to face tough competition with current competitors and new competitors.

Competition is a critical aspect by which companies face failures in performances with new strategies and methods. Competition is the only aspect that gives competitive benefits to the companies and for this reason; competition is the important aspect among the total external factors of the market. Even though companies are having good competitive standards among competitors, there is a need of devising suitable strategies according to changing competitors existing in the market. Strategies are the only resources that are been used to solve different types of problems that take place in the company.

Every problem will have a specific solution and every company will have their own strategies and methods to overcome the problems. Companies are outsourcing their products and services in order to expand their business and standards in the international markets and even outsourcing their products and services to get global competitive advantages.

The outsourcing process shows positive or negative influence of globalization on the company’s success graph that needs appropriate strategies and methods to succeed in the global market. Market is a place where constant changes take place and companies need to manage the ever-changing market changes in order to change their current situation into competitive world of business and gain expected results in the form of profits. The actual research problem being companies face failures in managing outsourcing processes of change management process as their competitive strategy.

Infosys Company faces similar problems like lack of using appropriate strategies to perform global sourcing process in a successful manner. In general, there are different types of global outsourcing strategies like strategic alliance benefits, mutual profit shares, competitive reputation, global standards etc. Each strategy can be used to build strong relation between the actual companies with its global outsourced company.

CHALLENGES: 

What and where should be the women and how they should perform their roles are assumed and expected by every culture in their gendered roles. In latest years facing these expectations are more in each and every culture, because of few factors such as in the employees strength of the women is high and globalization. In leadership roles and working across cultures there is an increase of women. 

In the recent years following are the couple of stories which have been observed by female clients, women can face various problems when working across different cultures is not a recent occurrence.

In chemical engineering Norhati done PHD and she was a Malaysian woman.  In the area of research Norhati is worked, and it is a large multinational organization. She is very successful in her job role and enormously competent and capable woman. She wears the traditional dress and she is a Muslim woman. When she is working with her American counterparts, she faced so many difficulties and which are observed, mostly in the early days Norhati was trying to establish friendship with them. Norhati was passive and could be easily subjected, and she is a Muslim woman, and she observes some stereotyped attitudes regarding her dress therefore she believe that other employees in the organization are implicit. Norhati capabilities and ideas are ignored in the organizations. Norhati become more honest with her efforts and observations after the executive coaching period. 

                     In the IT industry Tracey is working, and she is regularly travelling to Japan and she is a western woman. At the Karaoke bar over drinks Tracey faced a lot of problems in the evening because businesses are occurred at outside of the office. She felt that and realizes this is not the correct place to work, she didn’t feel comfortable. In the evening activities Tracey’s is not attending for the issues and information discussed so, therefore she can’t build relationship with the co employees in the organization.             

      For explaining the working or leading across cultures, there are two stories for women and also men which differs enormously. Different challenges are faced depending on the places by the Norhati or Tracey, for example if Norhati is a French woman who works in US or Tracey working in Middle East. Neither Norhati nor Tracey has felt as if they are privy to the communication of informal networks and also that their business relationships were affected by it and the capability to develop a satisfactory trust level. 

                     To directly impact the outcomes of their business, these aspects had the potential to do so. For women working with cultures considerably unusual to their own, the differences such as resolving and negotiating can be challenging. Into blips the potentially damaging issues can be prevented by a degree of particular cultural knowledge. All the difference can be made through the awareness of skillfulness, mindfulness and cultural differences. For example: A female client working in Brazil was experiencing a good knowledge regarding elimination from their team. The team totally consists of men, who were mostly seeking directions and advice from the male examiners. Later some time, it has been decided that the female client being an extremely relationship based culture would demonstrate more interest in their personal families and lives and dynamically build a relationship with these men. 

                Form the view point of the female client approach it was also mindful in consideration of her male subordinates, in specific situations they might also be experiencing the gender difficulties that are reflecting on them. Since with the team her relationship is improved, she felt as if there was better acceptance, respect and also the greater performance from the team. Whereas the female expatriates in comparison to the male counterparts were low, and progressively the female expatriates are increasing. In career development the foreign assignments for the senior leaders were considered to be a significant period. More female expatriates are hopefully seen while the women move up to the ranks, and as such they need to support the awareness of cultural gender through strategies, knowledge and improved skills. Another most important characteristic is that like the male counterpart, whilst a female leader might be comprising issues just about few cultural “road blocks”. In communicating, the male client may be experiencing few of the confronting issues and also working next to the female or may be reporting to a female boss. On both sides of the fence a degree of mindfulness is necessary.

STRATEGIES:

Below, some of the different strategies and small quantity of ideas are mentioned. While testing these strategies in one culture the problems which are in sight are culture specific.

• Before problems are occurring only first of all you must make relation with the cultural stereotypes in this way it is easy to realize from which place these subordinates are coming by increasing your knowledge.
• It is essential to recognize the differences that are, in some situations people may feel repulsive but their attention may help but in some conditions they may feel uneasiness.
• By showing position and power attract the colleagues/subordinates who are invited to your home country.
• By monitoring the performance express and follow an assertiveness and confidence.
•  While settling the variations small quantity of strategies and culturally appropriate ways are increased.
• When there is a discussion with different cultures of men towards the comfortable motion you may produce sensitiveness.
• The place where people are working, inside that culture a network is assembled and an implicit aspect of the culture can be explained by men or women so request them.

Logical coaching and mentoring is obtained. The female leaders who are working at the borders are having Executive Cultural Coaching, so benefits of this are very important. 

Organizational Change Management is an important subject and plays a vital role in success of organizations because changes are common in any company and if that particular company is managing the changes in a successful manner, then only they can become successful in the market.

If the company is not capable of managing its organizational changes in a reliable manner then it faces failures in the market. Among the different factors, global sourcing is the most important which leads to the success of an organization.  Global sourcing allows companies to understand the needs of clients in different locations across the world. Global outsourcing is the process of expanding the business activities into global markets according to the changes that take place in the marketplace.

Change management process plays a significant role in changing status of a company in the market because the sudden changes happened in the company may show positive or negative impact on the company.  If the changes show positive impact then the company can attain success in the market and gives competitive position to the company.

If those changes are negative then the company may face failures in the market that degrades the company status in the market (Elmuti & Kripalani, 2003).

Women Leading Across Borders

Introduction:

Leaders among the business are working across several boundaries as the worlds network is increased in a global village with many cultures. In the business at present, to learn work within culture but not on own is constant in this flat world. Working across the borders will contain so many cultural aspects, in that some of them are clear and some of them are not clear. In the organizational levels, team and also in individuals the significant issues are gender, values, customs and language.

Here the concept of gender is going to survey. The discussion is done on the cultural impact on gender has across the cultures and borders women’s are leading. Across the borders the women leaders’ success who works will be influenced by the gendered identity and culture.

Gender perception differs across both culture and time. Gender is one of the features of the culture. Gender refers to a general meaning that being a man or woman. It is multi-dimensional, institutionalized and multi layered, regarding a choice of expectations, assumptions and obligations. For example in the Sweden there is low difference between the man and the woman and there are few characteristics that man and woman can and  cannot do where as when compared to the society of Japanese there is so much difference between the man and woman. In the work place the role of the gender is not just mirror established social norms but also to support the social practices and structures.  

                 Several types of cultural beliefs, attitudes and cultural environments, gender expectations are significantly forced by it and also much of the relations are administrated and understand that happens among the man and the woman. Finally some of the important effects are “negotiation styles” and “communication” in the business interactions by the gender role. In both the societies like developed and developing, the “gendered glass ceiling” will be appeared to be continued. 

                   Across the globe when working from the different regions there are important gender differences. Mercer Consulting had conducted the survey in 2006 with 100 of MNC’s and around 17000 employees who are presently working internationally had found that woman’s sent to the work for the different areas in the Asian Pacific region are been increased. Woman’s working on the international assignments was increased gradually 16 times greater that found in the survey that conducted in 2001. Consequently we need to put strategies for this growth to support the woman working and leading in internationals.

 One question is raised that is this required to give more important to the woman rather than man. When the work is same and all the procedures which are following are also same and the job as well as the challenges faced are also same? For example working in Australia is same working in India? The immediate answer is it is not. Because many things that we can observe are different when compared to the Australia and India in the same way working in India and Australia is also not same as there are different belief systems, hierarchical structures, communication styles etc will impact directly like just as gender will do. Managing as an American or African female in the Korea or Pakistan will not be same.

The women emigrant leaders possess the characteristics, to make sure success in an expatriate role like cultural sympathy, persuasive motivation as well as flexibility and a willingness to take risks which is demonstrated in a wide research. Compared to past many women are placed on international assignments presently. Women employment is increased due to frequent travelers of business in other countries. Consider an instance where due to raise in female business travelers, all the floors of the hotel are accommodated by them in airline as well as hotel industries.  

        When leading across cultures it is known from some female clients about the gender specific challenges which they face.  At macro level like cultural noms and communication, more concentration is shown regarding the working as well as leading challenges across borders.  When looked into depth, it is noticed that through small amount of research as well as information generated it is evidenced that the gender includes a range of unspoken as well as frequently unrecognized set of issues which are not addressed, although these factors are very significant. 

As the women are an important part of present talent pool, there is necessity for acknowledgement. These days in the present economic climate, in organizational strategies the development of talent as well as arguably retention are at the forefront. An organization does not include the major portion of its present talent pool, when due to cultural assumptions as well as expectations a woman ignores the roles for senior and expatriate. 

1: project definition: stakeholder list and communications

2: business case: market research, risk analysis, PESTEL, SWOT

3: resource requirement and cost of resources, budget forecast. B/E ( break even analysis),P/L(  profit & loss), B/S( balance sheet)

4: project schedule: Gantt chart, timescale for implementation of project.

5: marketing strategy: 6w’s: who? What? Why? When? How? How much?

6: monitor progress and evaluation result.

1.1: defining the product, service or process, developing a business case, case justification.

1.1.1: defining the product

1.1.2: service or process

1.1.3: developing a business case

1.1.4: case justification

1.2: primary and secondary sources, official sources, tacit knowledge

1.2.1: primary and secondary sources

1.2.2: official sources

1.2.3: tacit knowledge

1.3: project lifecycle, added value, market and customer expectation

1.3.1: project lifecycle

1.3.2: added value

1.3.3: market and customer expectation

1.4: profit margins and vulnerability, market analysis, bench marking

1.4.1: profit margins

1.4.2: vulnerability

1.4.3: market analysis

1.4.4: bench marking

1.5: networking, relationship to corporate strategy and planning, sustainability, market intelligence system

1.5.1: networking

1.5.2: relationship to corporate strategy and planning

1.5.3: sustainability

1.5.4: market intelligence system

1.6: environmental scanning, market research, market segmentation

1.6.1: environmental scanning

1.6.2: market research

1.6.3: market segmentation

2.1: economy, cost dimensions, budgeting and cash flow, cost margins, cost benefit analysis, accessing funds.

2.1.1: economy

2.1.2: cost dimensions

2.1.3: budgeting and cash flow

2.1.4: cost margins

2.1.5: cost benefit analysis

2.1.6: accessing funds

2.2: labour, training and development, workforce planning sources and evaluations of training and development

2.2.1: labour

2.2.2: training and development

2.2.3: workforce planning sources

2.2.4: evaluations of training and development

2.3: materials, equipment hire, accommodation or space

2.3.1: materials

2.3.2: equipment hire

2.3.3: accommodation or space

2.4: overheads, administration, contingency factors, supplies, their sources, delivery

2.4.1: overheads

2.4.2: administration

2.4.3: contingency factors

2.4.4: supplies

2.4.5: their sources

2.4.6: delivery

2.5: efficiency and effectiveness

3.1: leadership, teambuilding, stages breakdown, time management

3.1.1: leadership

3.1.2: teambuilding

3.1.3: stages breakdown

3.1.4: time management

3.2: integration and negotiation roles, allocating project roles, delegation and motivation, contracting

3.2.1: integration and negotiation roles

3.2.2: allocating project roles

3.2.3: delegation and motivation

3.3.4: contracting

3.3: developing specifications, Gantt chart, PERT/CPA, modelling

3.3.1: developing specifications

3.3.2: Gantt chart

3.3.3: PERT/CPA

3.3.4: modelling

3.4: quality control and analysis, total quality management, quality chain, milestone

3.4.1: quality control and analysis

3.4.2: total quality management

3.4.3: quality chain

3.4.4: milestone

3.5: market strategy:

3.5.1: charing

3.5.2: auditing market positing and strategy

3.5.3: differentiation

3.5.4: pricing policy

3.5.5: distribution costs

3.5.6: market or pilot testing

3.5.7: packaging

3.5.8: promotion and advertising

3.5.9: branding

3.5.10: communications system

3.5.11: development feedback systems

3.6: progress meeting, corrective measures, variance analysis, bottlenecks

3.6.1: progress meeting

3.6.2: corrective measures

3.6.3: variance analysis

3.6.4: bottlenecks