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With a steep rise in the significance of technological innovations, Chess, a UK organization focusing on the provision of telecom and ICT services, has gained an immense amount of popularity (Best Companies, 2018). The organization operates in the context of the UK market and, therefore, focuses on appealing to the customers that represent the specified economic environment. Because of a careful choice of the management style and the emphasis on the importance of globalization-related practices, Chess has built a reputation of an innovative firm that strives to attain excellence in its area.
Country Description (Economic, Legal, and Cultural Implications)
The UK setting, in which Chess operates, does not pose significant restrictions to the organization, thus, allowing it to pursue the existing opportunities freely. Despite the recent economic turmoil that the Brexit caused in the UK economic realm, Chess has managed to build a sustainable approach based on an efficient risk management model (Hobolt, 2016). The existing legal framework, in turn, provides an opportunity for the organization to receive legal protection from an array of threats. Furthermore, the rise in the importance of communication leads to an increase in the firm’s popularity. Language differences between UK and US English can be seen as the primary obstacle. The focus on traditions in the UK market also implies that Chess should use a different set of values in the American market.
Globalization and Its Benefits to Business Operations
The phenomenon of globalization has had a range of effects on the evolution and success of Chess in the realm of the UK market. Furthermore, the fast pace of globalization is likely to lead to the further expansion of the company and its entering into the global market (Cascio & Boudreau, 2016). Particularly, the fact that communication has gained a global scope and needs to be consistent for people and organizations to keep in touch has affected the development of chess’s business operations (Vasiltsova, Dyatlov, Vasiltsov, Bezrukova, & Bezrukov, 2015).
With the emergence of the need to support the communication process unceasingly, Chess has experienced the necessity to improve the quality of services (Weckenmann, Akkasoglu, & Werner, 2015). Unceasing improvement as part and parcel of the new corporate philosophy that is currently followed at Chess is also linked directly to the adjustment to globalization.
Management Orientation Style
Similarly, the management style used at Chess has become customer-oriented and innovation-driven, which is in line with the trends observed in the U.S. business context. The focus on the active promotion of innovative solutions can be seen as the characteristic that makes Chess similar to most U.S. organizations operating in the American and global markets. Therefore, the adoption of a polycentric management orientation style should be seen as a necessity. The specified approach will allow meeting the needs of diverse stakeholders.
Overcoming the Anticipated Barriers to Communication
Despite the current success, Chess has been facing a range of challenges to efficient communication with its key stakeholders. For example, the issues associated with addressing the needs of diverse communities is a problem that both Chess and major American firms are currently experiencing (Swani, Brown, & Milne, 2014). The specified barrier can be overcome by introducing staff members to the idea of cross-cultural communication based on the consistent learning. Employees will have to undergo culture sensitivity training in order to understand the needs of their target population. In addition, Chess will have to develop a flexible approach toward communication with customers. Thus, the satisfaction rates among the latter will remain high.
Best Companies. (2018). About Chess. Web.
Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: From international HR to talent management. Journal of World Business, 51(1), 103-114.
Hobolt, S. B. (2016). The Brexit vote: A divided nation, a divided continent. Journal of European Public Policy, 23(9), 1259-1277.
Swani, K., Brown, B. P., & Milne, G. R. (2014). Should tweets differ for B2B and B2C? An analysis of Fortune 500 companies’ Twitter communications. Industrial Marketing Management, 43(5), 873-881.
Vasiltsova, V. M., Dyatlov, S. A., Vasiltsov, V. S., Bezrukova, T. L., & Bezrukov, B. A. (2015). Methodology of management innovation hypercompetition. Asian Social Science, 11(20), 165-169.
Weckenmann, A., Akkasoglu, G., & Werner, T. (2015). Quality management: History and trends. The TQM Journal, 27(3), 281-293.