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While all the above three solutions are easily applicable, Leethal Fashion Accessories would find it the most challenging to take action, even more so as this is impeded by geographic restrictions.
5. Control Strategies
Like any other economist will tell you, implementing a text book solution does not guarantee 100% success rates. It as such necessary to base your strategy on the years of academic expertise; but adjust the findings to the unique features of your company, your outsourcing destination and the particularities of your situation. Otherwise put, it is pivotal to integrate the final solution in the context of the technological developments and the diversity raised by the Asia-Pacific context (Bartol, Martin and Tein, 2004).
Given this understanding, it would be first advisable to send delegates from Leethal Fashion Accessories to the Indian manufacturing plants. These would ensure that the apparel is manufactured at the desired standards of quality, that it is adequately packed and shipped or that it complies with the deadlines. Aside these technical roles of the delegated manager, it is also important that he receive training upon departure to India. He has to be introduced to the Indian culture, the way of life and other features that would make it easier for him to become integrated within the new business and civil society, as well as enhance his communication chances and outcomes in the relationship with the staff members.
It is as such necessary to adopt an adequate human resource strategy which will combine control measurement with employee satisfaction (McFarlin and Sweeney, 2003). In implementing this endeavor, not only will the quality of the control increase, so will the dedication and loyalty of the staff members, their performances and the ultimate results of the organization.
Then, it is important to set a clear leader for the Indian workforce and open clear and direct communications channels with the respective individual, or group of individuals. Additionally, make sure to establish the command lines and the decision power of each party. This approach will limit the conflicting situations in which more ways are adopted to address the same issue.
It is then imperative to personally attend to issues of manufacturing, scheduling and shipping and ensure that they are completed within the quality specifications desired by Leethal Fashion Accessories. This could be achieved either through the training of the Indian managerial team, or by the delegated Australian managers.
The modern day economic agents are presented with the opportunity to capitalize on the years of efforts spent on the liberalization of markets. They are as such able today to freely and internationally trade commodities, goods, capitals and even human resource. Despite the relative sensitivity and complexity of the issue of globalization, fact remains that the practice is highly common. Aside the already popular China, India is also a common destination in which to outsource operations. It was even tested by Leethal Fashion Accessories, an Australian apparel retailer, who pleads satisfied with the results of the collaboration.
Despite the limitations of corruption, operational delays, loss of control and cultural barriers, Australian organizations continue to be attracted to India as a destination where to outsource their operations. A first set of advantages is given by the low costs of operating and the reduced levels of personnel expenditures. It is also important to note that the Indian workforce is highly accustomed to technological advancements and is as such easily adaptable as well as it is experienced. The people here are as well willing to customize their work operations in order to better serve the individual investors.
While this status quo might be highly efficient for the Indian workforce and general economy, it does create social and economic problems for the Australian population. At an international level nevertheless, the perception is that outsourcing operations are beneficial as they reduce the income gaps and support the more balanced development of less developed global regions.
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Marcelo, R., 2003, IT Outsourcing to India: A Blessing to Indians but a Problem for Australians? Online Opinion, Australia's E-Journal of Social and Political Debate, http://www.onlineopinion.com.au/view.asp?article=310 last accessed on December 28, 2009
McCray, S., 2008, The Top 10 Problems with Outsourcing Implementations (And How to Overcome Them), TPI, http://www.tpi.net/pdf/papers/Top_10_Problems-with_Outsourcing.pdf last accessed on December 28, 2009
McFarlin, D.B.,Sweeney, P.D., International Management: Strategic Opportunities and Cultural Challenges, 2nd Edition, Houghton Mifflin Co., ISBN 0618113339
Natale, S.M., Fenton, M.B., 1997, Business Education and Training: A Value-Laden Process, University Press of America, ISBN 0761805710
2009, The World Factbook, Central…[continue]
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By monitoring these results, the company's managers can control and determine whether the company has achieved its objectives, and whether the company's efforts are justified. Problems that arise during the production process outsourced to India as also caused by individual workers. Such problems include fluctuations in the degree of quality and of craftsmanship of Indian workers. As a consequence, it is necessary to implement an operational control system that would better
He needs to be responsible, capable and trained on how to meet the goals of the Australian firm within the conditions imposed by the Indian society, community, economy and politics. 6. Conclusions The forces of globalization have created a context in which economic agents are able to transcend boundaries and benefit from the comparative advantages of other regions. Traditionally, the number one benefit sought is cheap labor force, but economic agents